Government of India set up a collateral free credit scheme for Small and medium business termed CGSTME. This paper evaluates the financial and economic additionality of the scheme in terms of availability of funds, and business impact
The co-operative movement that was started to help the rural indebtedness has now made noticeable progress. The sector has grown in size and expanses, resulting in creating a space for itself in the economic framework of the country. Professionals like chartered accountants can too contribute to the nation by serving such cooperatives and reaching out to society. With their excellent technical and soft skills, they are well fitted for the role of assistance to cooperatives banks, multi-state cooperative societies, cooperative societies, and can serve the cooperative sector ultimately serve the nation.
Practices of Corporate Governance in the Banking Sector of Bangladeshijmvsc
Corporate governance became an area of huge interes
t after the collapse of few giant firms, like Enron
Corporation, MCI Inc. etc. Banking sector portraits
the whole economy of a country. Bangladesh Bank, t
he
central bank of Bangladesh, provides guidelines for
the banking sector and all commercial banks have t
o
follow those guidelines in order to operate their b
usiness in Bangladesh. If financial sector collapse
s, the
whole economy will also collapse. Hallmark Group ma
de a BDT 4000 crore scam. Six commercial banks
were involved with BDT 200 crore loan scam of Bismi
llah Group. Basic Bank scam of BDT 4,500 crore
loan approval without proper documentation and scru
tiny has brought the issue to the fore again. Such
fraudulent activities indicate lack of corporate go
vernance practices in the banks. So, this study was
initiated to critically observe the current Corpora
te Governance status and practices in the banking s
ector
of Bangladesh. The study was descriptive in nature.
Convenient sampling method was used to select the
sample banks for the study. The study found that to
p management influence as well as political pressur
e
exists in banking sector which affect the lending d
ecisions. Corrupted bankers and dishonest officials
of
Bangladesh Bank were found associated with several
scams. Proper documentation is mandatory but
sometimes banks show flexibility in this regards an
d provide extra benefits to the clients. Selection
of
wrong borrower, unhealthy competition among the ban
ks, fund diversion, inefficient auditing and
insufficient collateral cause major harm to the ban
ks. Sometimes banks do not follow the rules and
guidelines provided by Bangladesh Bank properly whi
ch were actually designed to protect themselves and
operate business smoothly
Opportunities for CAs as independent directors to enhance the credibility and...CA. (Dr.) Rajkumar Adukia
The concept of Independent Directors is a welcome step for corporate governance in India. Independent directors are expected to use their capacity, knowledge, and resources towards the maximization of stakeholders’ value and well-being. They ensure the progress of mankind through transparency, accountability, and truthful disclosure of the state of affairs of the company. The Companies Act, 2013 has conferred greater empowerment upon Independent Directors to ensure that the management and affairs of a company are being run fairly and smoothly.
The co-operative movement that was started to help the rural indebtedness has now made noticeable progress. The sector has grown in size and expanses, resulting in creating a space for itself in the economic framework of the country. Professionals like chartered accountants can too contribute to the nation by serving such cooperatives and reaching out to society. With their excellent technical and soft skills, they are well fitted for the role of assistance to cooperatives banks, multi-state cooperative societies, cooperative societies, and can serve the cooperative sector ultimately serve the nation.
Practices of Corporate Governance in the Banking Sector of Bangladeshijmvsc
Corporate governance became an area of huge interes
t after the collapse of few giant firms, like Enron
Corporation, MCI Inc. etc. Banking sector portraits
the whole economy of a country. Bangladesh Bank, t
he
central bank of Bangladesh, provides guidelines for
the banking sector and all commercial banks have t
o
follow those guidelines in order to operate their b
usiness in Bangladesh. If financial sector collapse
s, the
whole economy will also collapse. Hallmark Group ma
de a BDT 4000 crore scam. Six commercial banks
were involved with BDT 200 crore loan scam of Bismi
llah Group. Basic Bank scam of BDT 4,500 crore
loan approval without proper documentation and scru
tiny has brought the issue to the fore again. Such
fraudulent activities indicate lack of corporate go
vernance practices in the banks. So, this study was
initiated to critically observe the current Corpora
te Governance status and practices in the banking s
ector
of Bangladesh. The study was descriptive in nature.
Convenient sampling method was used to select the
sample banks for the study. The study found that to
p management influence as well as political pressur
e
exists in banking sector which affect the lending d
ecisions. Corrupted bankers and dishonest officials
of
Bangladesh Bank were found associated with several
scams. Proper documentation is mandatory but
sometimes banks show flexibility in this regards an
d provide extra benefits to the clients. Selection
of
wrong borrower, unhealthy competition among the ban
ks, fund diversion, inefficient auditing and
insufficient collateral cause major harm to the ban
ks. Sometimes banks do not follow the rules and
guidelines provided by Bangladesh Bank properly whi
ch were actually designed to protect themselves and
operate business smoothly
Opportunities for CAs as independent directors to enhance the credibility and...CA. (Dr.) Rajkumar Adukia
The concept of Independent Directors is a welcome step for corporate governance in India. Independent directors are expected to use their capacity, knowledge, and resources towards the maximization of stakeholders’ value and well-being. They ensure the progress of mankind through transparency, accountability, and truthful disclosure of the state of affairs of the company. The Companies Act, 2013 has conferred greater empowerment upon Independent Directors to ensure that the management and affairs of a company are being run fairly and smoothly.
The topic is focuses on the following terms.
1. Corporate governance.
2. Public sector banks.
3. Role of corporate governance in public sector bank.
4. Corporate governance in SBI.
Types of financing,
availability of loan for a business,
features of loan for a business,
ways of loan for business,
financial management,
innovative financial services
Business and Risk go hand in hand, the professionals like chartered accountants with expertise in finance, management and audit are well suited for the role of forecasting, evaluating, and mitigating prospective risk involve in any organization’s activity and seize opportunities to take the growth of business on next level. This article brings you in-depth details of the role of a chartered accountant in Enterprise Risk Management.
Independent directors are Hardly IndependentPuneet_Piyush
The presentation discusses, in context of India..how the spirit of legislations on Independent directors is blatantly violated while obeying the law in words.
A Study of National Innovation Systems of GCC countriesBrowne & Mohan
A robust NIS system is a prerequisite for building a successful nation. With huge amount of wealth at their disposal, GCC countries are taking initiatives to transform themselves into knowledge based economies from oil based economies. This paper evaluates the current NIS of GCC countries, shows where they stand when compared to other countries, and how they can learn from countries like Singapore, Brazil, Malaysia, USA and Norway to make their NIS more effective.
Hanging the shoes in style!!: Planning & Preparing SME family business for p...Browne & Mohan
Family run businesses are a significant segment of any nation’s industrial structure. Exit for family led small and medium businesses happen predominantly through three channels: M&A, IPO or natural death. Unfortunately, many SME family businesses are ill prepared for the ownership transition. Most companies change hands in emergency situations such as illness or death of an owner or partner. Consequently, many SME family businesses (or their heirs) are forced to accept a transaction that is less desirable. Preparing a business for ownership change may bring in many an upside benefits even if the business is not finally sold. The inadvertent benefits that emerge because of planned changes may unbundle the hidden value of the company. In this paper, Browne & Mohan consultants share the approach that could be used by SME family business owners to profit from planned exit.
The topic is focuses on the following terms.
1. Corporate governance.
2. Public sector banks.
3. Role of corporate governance in public sector bank.
4. Corporate governance in SBI.
Types of financing,
availability of loan for a business,
features of loan for a business,
ways of loan for business,
financial management,
innovative financial services
Business and Risk go hand in hand, the professionals like chartered accountants with expertise in finance, management and audit are well suited for the role of forecasting, evaluating, and mitigating prospective risk involve in any organization’s activity and seize opportunities to take the growth of business on next level. This article brings you in-depth details of the role of a chartered accountant in Enterprise Risk Management.
Independent directors are Hardly IndependentPuneet_Piyush
The presentation discusses, in context of India..how the spirit of legislations on Independent directors is blatantly violated while obeying the law in words.
A Study of National Innovation Systems of GCC countriesBrowne & Mohan
A robust NIS system is a prerequisite for building a successful nation. With huge amount of wealth at their disposal, GCC countries are taking initiatives to transform themselves into knowledge based economies from oil based economies. This paper evaluates the current NIS of GCC countries, shows where they stand when compared to other countries, and how they can learn from countries like Singapore, Brazil, Malaysia, USA and Norway to make their NIS more effective.
Hanging the shoes in style!!: Planning & Preparing SME family business for p...Browne & Mohan
Family run businesses are a significant segment of any nation’s industrial structure. Exit for family led small and medium businesses happen predominantly through three channels: M&A, IPO or natural death. Unfortunately, many SME family businesses are ill prepared for the ownership transition. Most companies change hands in emergency situations such as illness or death of an owner or partner. Consequently, many SME family businesses (or their heirs) are forced to accept a transaction that is less desirable. Preparing a business for ownership change may bring in many an upside benefits even if the business is not finally sold. The inadvertent benefits that emerge because of planned changes may unbundle the hidden value of the company. In this paper, Browne & Mohan consultants share the approach that could be used by SME family business owners to profit from planned exit.
Common traits of successful family business: why some thrive, while other fal...Browne & Mohan
How families build structures and process for managing the business and the family matters in the continuation of their family business. In this paper, Browne & Mohan consultants share common traits that associated with families that have survived multiple generations.
FY2008-09 has been a challenging year for Indian software product industry. In this report we capture India based software products growth challenges, factors that distinguish between gazelles (fast growth companies) and laggards and policy recommendations
How to use annual plan to set your company for Win !!!Browne & Mohan
At the end of the financial year, everyone makes business plans for the next financial year. The process consumes resources, time, and yet often remains a just another ritual to be followed. This paper discusses why annual plans fail to yield results, and what should be done to make it a guiding document for the coming FY.
Superseva: Building a successful service businessBrowne & Mohan
Superseva is an enterprise services company offering concierge, Rewards & recognition, employee engagement services to corporates. It also offers personalised services to employees of client organizations. This case presents the evolution of the company under the dynamic leadership of its CEO, Ms Kumud Sharma.
Many brands become stale and loose their sheen over years if they can't connect and keep pace with changing customer preferences and market dynamics. Many iconic brands lose their market share and relevance. In this presentation, Browne & Mohan consultants share what is required to resurrect a stale service brand. Resurrecting a service brand must go beyond logo change and consider a complete rehaul of service design, customer experiences, product/service mix and consumption environment.
Browne & Mohan consultants conducted a survey on what factors constitutes the best workplace or a place where employees would love to work. Findings show three aspects which influence an organisation to move towards being a 'lovable workplace'.
Mpower: An action-learning approach to leadership development in SMB companiesBrowne & Mohan
Leadership development, unlike management development, is preparing the next line to embrace complex tasks and decision making and build process that enshrine the team to work and deliver higher productivity. In this article, Browne & Mohan consultants share Mpower progragm, an action learning leadership development program that can be effectively deployed in learning by doing and resource considerate SMB environments.
Srishti Software Pvt Ltd has evolved an unique approach to identify and develop lateral transfer of employees. In this paper we capture the framework adopted for identifying stars and performers, how they are supported in their job transfers and their apprehensions managed. Normative do and don't of lateral transfer of employees is presented.
Delivering outcome based Business TransformationBrowne & Mohan
In this paper we present an empirical framework of business transformation based on our experience of implementing business changes across several organization. The paper covers the PSPD Framework, drivers of integration framework used and some DOs and Don'ts of Organizational Transformation.
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
Family businesses account for significant part of the UAE economy. Family businesses dominate automotive, retail, fashion, real estate and manufacturing sectors. Family owned enterprises represent 90% of the businesses community in UAE and they contribute about 75-90% of the $500 billion plus trading activity. However, they face challenges on business continuity, succession, diversification, and professionalization front. In this paper, Browne & Mohan consultants present the approach to transforming UAE family businesses.
Business transformation - Building the company to SellBrowne & Mohan
Small companies though faster and nimbler than larger companies and MNCs, do experience headwinds, hit a growth plateau and face uncertainties. Small companies are faster because of the founder mentality, which is a sense of mission and a passion for front line customers. They have a deep understanding of what their customers want. This is what makes them successful. However, smaller companies tend to be very dependent on a few customers. They find it difficult to sustain their effort in the long run. The owners of these companies usually depend on preferential access to clients, capital and talent to achieve initial success. Replicating this pattern in the long run is difficult. To be sustainable in the long term needs an ability to scale. At this stage, founders are faced with two options – grow and transform the company so that it can be sustainable. Or, they often think of exiting the business due to challenges in succession, lack of ability to invest etc. Even if they need to sell the business, there still is a runway to grow and transform the business for sale. Though the two options involve undergoing a transformation of sorts, the agenda and goals will be a different in each.
It is clear that companies, whether old economy or start-ups, need to work on a few areas before they sell out. All of these companies seem to be adding value somewhere which is what makes them attractive to buyers. Start ups in Israel take 4 years to sell out and on an average make 7 times their Return on Investment. In France they take 7 years to sell out and the ROI is less than 4. German companies too an average of 4 years to sell out, and their return was 2.5 times their initial investment. For most start ups, it is new technology which others think will be the next big thing. But there are lot of investors like Warren Buffet and large corporations, which make strategic investments to park their cash safely, especially given the uncertainty in the global economy. For them, old economy companies that can deliver regular dividends and has a self sustaining business will always remain attractive. Hence the question is what companies need to do to transform themselves to sell. Asian paints for example bought out the brand and entire front end sales of Ess Ess bathroom products, because of the capability Ess Ess had developed in this area. French company Lactalis acquired Tirumala Milk products for its niche products and infrastructure that it built over the years. Be it chemicals, pharma or engineering, M&A of small companies have been happening for various reasons like the people and skills possessed, functional competencies, benefits of integration to the buyer, regulatory clearances available or strong presence in the value chain.
Align HR with Evolution of Company: An SME PerspectiveBrowne & Mohan
In this paper Ms. Indupriya S brings her insights on how to align your Human resources as your company grows and transforms from a SME to a larger company.
Governance mechanisms that work in a family businessBrowne & Mohan
Adoption of good corporate governance practices and professionalization help business continuity of family business. This paper presents both formal and informal mechanisms that Indian family businesses of various sizes deploy to improve corporate governance. Formal mechanisms include family assembly, family office, board of directors for each business and independent directors. Informal mechanisms include shareholders assembly, and family outings etc..
Sales is an area where many companies find the outcomes belie investments and outcomes. Many companies attempt sales transformation in a piece-meal fashion. In this paper, we discuss the framework for sales transformation and five fundamental levers of sales transformation.
Companies of all sizes (SMB to large ones) are finding the current economic environment challenging. Business growth is slow or almost stagnated, new customer gains are far and few, customer spend has become very unpredictable and hence managing capacities is posing a big challenges. Browne & Mohan consultants based on their experience of guiding companies have compiled strategies that can be adopted to successfully maneuver the low tides. We suggest product or service offering changes, organizational changes, employee engagement changes, partner and ecosystem changes, sales and marketing structure changes that are appropriate to most companies.
Stratgic imitation-Road to business growthBrowne & Mohan
Strategic imitation is a low cost, low risk strategy many companies adopt to challenge pioneers and often succeed in gaining higher market share and growth than pioneers. In this paper we describe elements that strategic imitators must pursue to succeed in legitimate copy, learn and improve program.
Microfinance alludes to little scale monetary administration for both
credits and stores that are given to individuals who homestead or fish or
crowd; work little or miniaturized scale ventures where merchandise are
delivered, reused, repaired, or exchanged; if administrations ;work for
wages or commissions ;pick up in-originate from leasing little measures of
area, vehicles, draft creatures ,or apparatus and apparatuses; and to
different people and nearby gatherings in creating nations, in both rustic
and urban ranges. Micro credits are given to business people excessively
poor, this study has accordingly, made an endeavour to analyse the part of
Microfinance and developing economy in India. It is a platform to deliver
financial products and complementary services reaching the poor in order
to get them out of poverty. By providing capital, trust, social esteem,
information, knowledge, competences, empowerment, networking, social
capital, technology and market access, microfinance institutions and other
sources of microfinance become active subject in the fight against poverty
in all its dimensions and levels. The integral development of the human
potential of the client and of her/his family, neighbourhood, and social networks is fostered by both well-established and innovative financial
products, whose high repayment ratio, remunerative interest rate (or
price) and low administrative cost guarantee the economic sustainability
of a well-managed institution.
Microfinance in India: A New Perspective Facilitating Self Employment for the...professionalpanorama
Microfinance alludes to little scale monetary administration for both credits and stores that are given to individuals who homestead or fish or crowd; work little or miniaturized scale ventures where merchandise are delivered, reused, repaired, or exchanged; if ministrations ;work for wages or commissions ;pick up in-originate from leasing little measures of area, vehicles, draft creatures ,or apparatus and apparatuses; and to different people and nearby gatherings in creating nations, in both rustic and urban ranges. Micro credits are given to business people excessively poor, this study has accordingly, made an endeavour to analyse the part of Microfinance and developing economy in India. It is a platform to deliver financial products and complementary services reaching the poor in order to get them out of poverty. By providing capital, trust, social esteem, information, knowledge, competences, empowerment, networking, social capital, technology and market access, microfinance institutions and other sources of microfinance become active subject in the fight against poverty in all its dimensions and levels. The integral development of the human potential of the client and of her/his family, neighbourhood, and social networks is fostered by both well-established and innovative financial products, whose high repayment ratio, remunerative interest rate (or price) and low administrative cost guarantee the economic sustainability of a well-managed institution.
Small Scale Industries play a very vital role in the national economy. They help in generating employment with minimum
possible investment and play a very vital role in promoting exports. Therefore, the Government has announced various schemes and policies for the promotion of Small Scale Industries to ensure that control over production is widely distributed. As per the present definition, an industry having investment of upto Rs. 1 crore in plant and machinery is defined as Small Scale Industry.
Back in Limelight-“Saradha chit fund scam brings in focus deficiencies in Financial sector”
Steel Outlook
Moonsoon trend in India
Emerging Country-Turkey
Should India issue Sovergin Bonds
Subordinate debt worth Rs. 20,000 crores introduced for stressed MSMEs. Those companies which are stressed or even an NPA are eligible for this facility. 2 lakh MSMEs are likely to benefit from this.
SME Finance: The Essentials for Small Businesses in IndiaM1xchange
SME finance is crucial for the development and growth of SMEs in India. However, SMEs face many barriers in accessing finance from formal sources. To overcome these barriers, SMEs can explore various options, such as bank loans, non-bank loans, equity financing, or invoice financing. They should also improve their financial management, creditworthiness, and awareness of available schemes and opportunities.
Rewiring HR for WFH, Hybrid work & Future of workBrowne & Mohan
Humans working in tandem with automated robots on shopfloors is increasing. Covid 19 induced WFH is here to stay as an economic and resource strategy for many companies. Human resource (HR) departments must therefore rewire themselves to balance work between digital and human associates. HR systems will be driven by intelligence, own change management and design systems for boundary-spanning workflows, collegial support.
Studies indicate that 9 out of 10 businesses have shut down within 5 years after the death of the founder and only about 3 out of 10 survive in second generation. Most family business are designed to fail as they do not address successor planning and training, have poor risk management practices and suffer from interdependencies between the family, the business and ownership. In this paper, Browne and Mohan consultants share how successful family businesses have built resilience to stay relevant and stay resilient in challenging times.
Internal controls maturity and SME corporate governananceBrowne & Mohan
Good Corporate governance is a key factor in ensuring sound financial reporting and deterring misappropriations of capital and resources. Internal control and corporate governance go hand in hand. Many SME
have an ambitious goal of reaching a
reliable, continuous and integrated internal
control state. However, many SME’s are
still grappling to build a comprehensive
control process. In this paper, we present an
internal maturity framework that SME can use to benchmark and know how they can discourage frauds, improve compliance and adoption of standards.
How to transform a family business: insights from the trenches Browne & Mohan
Working with many family businesses across industries, we realize they face a high rate of failure because of their inability to distinguish between family and business issues and build structures and process that protect value across generations. In this paper, we share governance process and systems that are a must for family businesses to preserve and sustain economic and social values across multiple generations.
AI solutions are the most important component of the digital transformation of many companies. AI Startups are racing ahead to address the needs of industries. In this paper, we present the broad strategies AI startups can employ to be successful.
Government of India’s ambitious Skill India program created National Skill development council (NSDC) to create a powerful network of training ecosystem to address employment skills and support gainful entrepreneurship. Despite the best efforts of the government, partners and other agencies involved in the outcomes of Skill India program have fallen short of objectives. The problem of skilling India can’t be solved by increasing expenditure and bringing in more training partners alone. We present here the reasons for the shortfall and approaches to overcome each pain area.
In recent years, many companies are turning their back on “brand investment” and aggressively pursuing what is known as "no branding principles". In this paper, Browne and Mohan consultants recommend approaches to use "no branding" principles for their products and services
Heroes give people a character to aspire, root for and relate to in a campaign story line. Brands have realized ordinary people as hero's can be effective to promote many products/services.
Common man hero may not possess any heroic abilities or strengths but their stories as underdogs winning against many odds, and acting selflessly with a strong moral company inspires and connects with consumers across many segments. In this paper Browne and Mohan consultants share the principles underlying successful common hero branding campaigns.
Many CEO complain they do not see the value in marketing efforts. For them we suggest to use a simple and practical framework, PCCDIO, that has worked wonders for our clients,
Is lack of SEDEX/ WRAP/SA 8000 certification hurting your business?Browne & Mohan
As global trade has expanded, companies have realized a need to implement systems to eradicate human exploitation including bonded labor, safer working conditions and right wages. Several standards have been created to support institutionaization of safer, healthy and inclusive work environment. Standards like SMETA (by SEDEX-Supplier Ethical Data Exchange), SA8000 (by Social Accountability International), WRAP (by Worldwide Responsible Accredited Production), FLA Accreditation (by Fair labour Association), etc have been pushed by the demand side of various industries. In this paper, Browne & Mohan consultants present the advantages of social compliance, how companies must prepare themselves for these standards and how they must sustain their efforts.
Happy Juice principles: How to create a marketing organization that informs a...Browne & Mohan
Many companies spend lot of marketing without realizing the expected benefits. This happens because they simply lack a coherent approach. In this white paper, Browne & Mohan consultants share a proven empirical approach that makes sure your marketing efforts do perform.
Sales operations centre (SOC) is the heart of sales operations. Many companies do not realize the benefits of sales transformation because they under invest in SOC or do not plan & roll it out like a project. The result inconsistent sales reviews, inefficient controls and unrealized outcomes. In this white paper, Browne & Mohan consultants share the best practice approach to build a strong sales operations centre
Many companies attempt internal branding in an ad hoc and unstructured way. Most believe some great quotes, bright decors and greens thrown in makes for internal branding. In this white paper, Browne & Mohan consultants share an approach that can be used to roll out impact making internal branding exercise.
Rewiring marketing: a practice based approachBrowne & Mohan
Many marketing managers are not aware if they are leveraging marketing efforts correctly or getting the returns that they anticipated. Often people believe transforming marketing is all about creating some digital assets. Marketing transformation is not piece meal improvement. The primary purpose of a marketing transformation is to increase the ROI of marketing your company. In this white paper, Browne & Mohan consultants share a practice based approach to marketing transformation.
Influence marketing: dynamics of influencer-brand engagement Browne & Mohan
Influencer marketing is emerging as a strategic approach to inform and influence online consumers. In this paper, Browne & Mohan consultants share the life-stages evolution of influencer and brand engagement. Right from identification to nurturing and reinforcing their relationships, brands need to invest time and efforts to realize the returns from influencer marketing
Rewiring sales organization for growth and scaleBrowne & Mohan
With markets becoming volatile and uncertain, shortening of products and commoditization, sales function is facing huge challenges. Companies need to rewire their sales organization to provide it with enough flexibility, visibility, actionable intelligence and ownership for employees. In this Whitepaper, Browne & Mohan consultants share how to rewire sales organization to set the company for revenue growth and scaling up.
Aftermarket audit to Gain Competitive leadership Browne & Mohan
Industry experts opine that OEM’s and their dealers may be losing $9-15 Billion unqualified sales annually to competitors. Return after repair is a grouse which happens with the iconic brands at dealer level and OEM’s do not have complete visibility. OEM’s and dealers can bill billions of dollars more only if they knew how to constantly manage revenue leakages and manage cost of operations. In this paper, Browne & Mohan management consultants share aftermarket audit framework that can be used to assess current costs of service and operations and identify areas of improvement.
Aftermarket is an important source of revenue for many companies. However, many OEM's face not just revenue leakages, but also ineffective customer and dealer experiences. In this paper, Browne & Mohan consultants share an approach to conduct an aftermarket audit.
Sales casualty analysis: why sales numbers do not happen and what to do to ge...Browne & Mohan
Despite significant investment in resource and infrastructure, many companies suffer from long sales cycles, lack of funnel, targets missed by miles and very low closure rate. Reasons for poor sales numbers are common across industries. In this white paper, Browne & Mohan consultants detail the inhibitors of sales growth and how to address the same.
Performance measurement system for startups and scaling upBrowne & Mohan
what measures should startups and scaling up firms use to direct and align their multi-functional activities. In this paper, Browne & Mohan consultants present a comprehensive performance system that not only guides startups and scale ups, but bind several functions within the organization towards common objective.
USDA Loans in California: A Comprehensive Overview.pptxmarketing367770
USDA Loans in California: A Comprehensive Overview
If you're dreaming of owning a home in California's rural or suburban areas, a USDA loan might be the perfect solution. The U.S. Department of Agriculture (USDA) offers these loans to help low-to-moderate-income individuals and families achieve homeownership.
Key Features of USDA Loans:
Zero Down Payment: USDA loans require no down payment, making homeownership more accessible.
Competitive Interest Rates: These loans often come with lower interest rates compared to conventional loans.
Flexible Credit Requirements: USDA loans have more lenient credit score requirements, helping those with less-than-perfect credit.
Guaranteed Loan Program: The USDA guarantees a portion of the loan, reducing risk for lenders and expanding borrowing options.
Eligibility Criteria:
Location: The property must be located in a USDA-designated rural or suburban area. Many areas in California qualify.
Income Limits: Applicants must meet income guidelines, which vary by region and household size.
Primary Residence: The home must be used as the borrower's primary residence.
Application Process:
Find a USDA-Approved Lender: Not all lenders offer USDA loans, so it's essential to choose one approved by the USDA.
Pre-Qualification: Determine your eligibility and the amount you can borrow.
Property Search: Look for properties in eligible rural or suburban areas.
Loan Application: Submit your application, including financial and personal information.
Processing and Approval: The lender and USDA will review your application. If approved, you can proceed to closing.
USDA loans are an excellent option for those looking to buy a home in California's rural and suburban areas. With no down payment and flexible requirements, these loans make homeownership more attainable for many families. Explore your eligibility today and take the first step toward owning your dream home.
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The European Unemployment Puzzle: implications from population agingGRAPE
We study the link between the evolving age structure of the working population and unemployment. We build a large new Keynesian OLG model with a realistic age structure, labor market frictions, sticky prices, and aggregate shocks. Once calibrated to the European economy, we quantify the extent to which demographic changes over the last three decades have contributed to the decline of the unemployment rate. Our findings yield important implications for the future evolution of unemployment given the anticipated further aging of the working population in Europe. We also quantify the implications for optimal monetary policy: lowering inflation volatility becomes less costly in terms of GDP and unemployment volatility, which hints that optimal monetary policy may be more hawkish in an aging society. Finally, our results also propose a partial reversal of the European-US unemployment puzzle due to the fact that the share of young workers is expected to remain robust in the US.
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Yes. Pi network coins can be exchanged but not on bitmart exchange. Because pi network is still in the enclosed mainnet. The only way pioneers are able to trade pi coins is by reselling the pi coins to pi verified merchants.
A verified merchant is someone who buys pi network coins and resell it to exchanges looking forward to hold till mainnet launch.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
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how to sell pi coins effectively (from 50 - 100k pi)DOT TECH
Anywhere in the world, including Africa, America, and Europe, you can sell Pi Network Coins online and receive cash through online payment options.
Pi has not yet been launched on any exchange because we are currently using the confined Mainnet. The planned launch date for Pi is June 28, 2026.
Reselling to investors who want to hold until the mainnet launch in 2026 is currently the sole way to sell.
Consequently, right now. All you need to do is select the right pi network provider.
Who is a pi merchant?
An individual who buys coins from miners on the pi network and resells them to investors hoping to hang onto them until the mainnet is launched is known as a pi merchant.
debuts.
I'll provide you the Telegram username
@Pi_vendor_247
Even tho Pi network is not listed on any exchange yet.
Buying/Selling or investing in pi network coins is highly possible through the help of vendors. You can buy from vendors[ buy directly from the pi network miners and resell it]. I will leave the telegram contact of my personal vendor.
@Pi_vendor_247
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You can't sell your pi coins in the pi network app. because it is not listed yet on any exchange.
The only way you can sell is by trading your pi coins with an investor (a person looking forward to hold massive amounts of pi coins before mainnet launch) .
You don't need to meet the investor directly all the trades are done with a pi vendor/merchant (a person that buys the pi coins from miners and resell it to investors)
I Will leave The telegram contact of my personal pi vendor, if you are finding a legitimate one.
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how to sell pi coins in all Africa Countries.DOT TECH
Yes. You can sell your pi network for other cryptocurrencies like Bitcoin, usdt , Ethereum and other currencies And this is done easily with the help from a pi merchant.
What is a pi merchant ?
Since pi is not launched yet in any exchange. The only way you can sell right now is through merchants.
A verified Pi merchant is someone who buys pi network coins from miners and resell them to investors looking forward to hold massive quantities of pi coins before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
2. Background
The Medium & Small Enterprises (MSE) sector
has been a major contributor to the Indian
Industrial Output, exports and employment in the
country. One of the major challenges faced by the
MSE sector is the availability of funds. Banks and
other financial institutions were not easily
providing loans to MSEs since they considered
them as high risk. To address this situation and to
help MSEs, the Credit Guarantee Fund Trust for
Micro and Small Enterprises (CGTMSE) was set
up by Govt. of India and SIDBI in the year of 2000-
01 with a corpus of RS. 125 Crores. Annual
additions were made continuously and the corpus
balance for the year 2008-09 stands at
Rs.1754.06 crores. The CGTMSE provided
guarantees to banks and financial institutions to
facilitate collateral free loans to MSE sector. This
enabled better availability of credit facility and flow
of funds within the MSE sector. Guarantee cover
is given to collateral free loans disbursement by
Member Lending Institutions (MLI).
Member Lending Institutions (MLI) are financial institutions that are registered with the trust and are
covered under this scheme for the loans extended to eligible businesses. The MLI’s constitute various
categories of banks including PSU banks, private sector banks, regional rural banks, other lending
institutions. One time guarantee fee and annual service fee at specified rate are collected.
3. Currently extent of guarantee is as follows:
Category Maximum extent of Guarantee where credit facility is:
Above Rs.50 lakh upto
Upto Rs.5 lakh Above Rs.5 lakh upto Rs.100
Rs.50 lakh lakh
Rs.37.50 lakh plus 50% of
Micro Enterprises 85% of the amount in 75% / amount
in default above Rs.50 lakh
default subject to a subject
Rs.37.50 lakh to overall ceiling of Rs.62.50
maximum of Rs.4.25 lakh
lakh
Rs.40 lakh plus 50% of amount
Women entrepreneurs/ Units in
default above Rs.50 lakh
located in North East Region subject
(incl. Sikkim)other than credit to overall ceiling of Rs.65 lakh
facility upto Rs.5 lakh to
micro
80% of the amount in default subject to a
enterprises
maximum of Rs.40 lakh
Rs.37.50 lakh plus 50% of
All other category of borrowers 75% /Rs.37.50 lakh amount
in default above Rs.50 lakh
subject
to overall ceiling of Rs.62.50
lakh
All proposals for sanction of guarantee approvals for credit facilities above Rs. 50 lakh and up to Rs.100
lakh will have to be rated internally by the MLI and should be of investment grade. Proposals approved by
the MLIs on or after December 8, 2008 will be eligible for the coverage up to Rs.100 lakh.
The Trust shall cover credit facilities (Fund based and/or Non fund based) extended by Member Lending
Institution(s) to a single eligible borrower in the Micro and Small Enterprises sector for credit facility (i) not
exceeding Rs. 50 lakh (Regional Rural Banks/Financial Institutions) and (ii) not exceeding Rs.100 lakh
(Scheduled Commercial Banks and select Financial Institutions) by way of term loan and/or working capital
facilities on or after entering into an agreement with the Trust, without any collateral security andor third
party guarantees or such amount as may be decided by the Trust from time to time.
4. How has the scheme performed
How does one assess the performance of CGTMSE?
World over, three parameters are used to evaluate the
success of a credit guarantee scheme: financial
additionality, economic additionality and sustainability
of scheme. Financial additionality (FA) refers to
availability of funds to SME that would not have been
available in the absence of the scheme. Economic
additionality (EA) refers to economic spillovers that
th accrue both at the beneficiary firm level and sector
Figure 1 : source 9 Annual Report CGTMSE
level because of the increased access and availability
of capital.
The net cost of the administration of the scheme and the levels of EA & FA achieved indicate whether a
credit guarantee scheme is economically sustainable. Some interesting insights emerged from our
survey of lending institutions and beneficiaries of CGTMSE. Currently loans up to Rs. 1crore are covered
under this scheme. The cumulative coverage for the year ending March, 2009 was Rs. 4824.34crores for
over 150,034 proposals. The split of the loan disbursements against each of these lending categories are
depicted in figure 1.
Out of the total 4 lending institutions, namely, National Small Industries Corporation Ltd., SIDBI, North Eastern
Development Finance Corporation and The Tamil Nadu Industrial Investment Corporation, only the first two of
them have disbursed loans under this scheme. Others haven’t done any disbursements yet. The PSU Banks,
as expected, have done extremely well. In fact, it is the State Bank of India & associates along with Canara
Bank have disbursed around 30% of the total loan disbursements. RRB’s have disbursed only 4.5%
of the total disbursements.
The figure 2 below shows the slab wise loan disbursements. The maximum number of disbursements, that is,
90997 of them constitute about 60% of the total number of disbursements have been in the sub-1 Lakh
category.
5. While the number of beneficiaries may
look high, comparatively small amount of
loan (<1 lakh) may not be sufficient
enough to significantly contribute to
economic benefits. It could be postulated
as one of the reasons for claims settled
being very negligible when compared to
the coverage given. In sunrise industries
such as Solar, Biotech, IT, Healthcare,
the loan amount at best may be just
enough to meet 20 days working capital
th
Figure 2 : source 9 Annual Report CGTMSE requirement.
It may be construed to reflect the “risk averse” nature of the intermediaries wherein they have spread
their loans to a large number of beneficiaries with low exposure per client.
The trust itself can have separate wing to deal with capital intensive projects. Korea has two corporate
credit guarantee institutions namely Korea Credit Guarantee Fund (KCGF) and Korea Technology
Credit Guarantee Fund (KOTEC). KCGF provides guarantees mostly for SME loans, while KOTEC
covers mainly technology-oriented SMEs. This would enable better loan disbursements to the
technology sector. Some other Asian countries which have couple or more of credit guarantee
corporations are Indonesia and Japan. There are various models of schemes which are used around
the world. Few of them are discussed below.
Further, he state wise analysis of loan approvals (figure 3) gives us lots of insights about the
awareness levels and success of the scheme throughout our country. Southern states of Tamilnadu,
Kerala and Karnataka are among the top 7 states which has utilized the scheme effectively. Around
34% of the coverage are given to these states. Andhra Pradesh seems to lag behind with only 3.72%
share of the distribution of CGTMSE coverage. It would be interesting to investigate the same. Within
western zone, Maharashtra and Gujarat have the lion’s share of coverage of 17% of the loans
distributed. North & East both have 1 representatives each, namely, Uttar Pradesh & West Bengal.
6. Most of the eastern states like Sikkim, Nagaland and
Manipur have availed coverage around less than
0.7%. Investigations into this disparity and promoting
the awareness in this zone are needed. It is
interesting to note that advertisement and publicity
expenses constitutes about 11% of the total
expenditure of the trust. Allocation of more funding
towards advertisement and publicity expenses will
enhance the coverage and the success of the
scheme. Training Institutes, colleges and other
student bodies should be approached for conducting
workshops on credit facilities and publicity through
th mass media would help raise the awareness among
Figure 3 : source 9 Annual Report CGTMSE
the public.
State wise and/or sector claims settled data would give more insights on the performance of the
scheme. The table below shows the top 7 states which has utilized the coverage under CGTMSE
scheme.
Top 7 States to utilize CGTMSE fund
State/Union GDP GDP
Territory 2007-08(Cr) 2008-09(Cr) CGTMSE (Cr) CGTMSE %
Uttar Pradesh 344,346 398,732 312.07 6.54
Kerala 162,415 162,415 354.27 7.42
Gujarat 306,813 0 376.77 7.89
West Bengal 303,705 0 404.97 8.49
Maharashtra 590,995 NA 418.79 8.78
Karnataka 238,348 271,902 615.26 12.89
Tamil Nadu 304,989 339,212 646.99 13.56
Sum total 3129.12 cr 65.57 %
7. Top 7 states that have utilized the funds better than others in line with the expectation – these are
also the top 7 industrially sound states. The awareness of the MLI functionaries need to be increased
in the lower rung states so these can benefit from the scheme as well.
The cumulative loan coverage for different sectors by CGTMSE for the year ending 2009 is shown
below (figure 4). Manufacturing industries enjoy the major chunk of coverage while service sectors are
still considered risky and the loan disbursement to this sector is fairly low.
Figure 4: source 9th Annual Report CGTMSE
Interviews with lending institutions and beneficiaries in FY 2010 revealed further insights. Lending
patterns across banks revealed some useful data. Only 5% of the loans were disbursed to start-ups
(less than 2 years) and majority of the disbursements were for primarily existing clients whose risk
profiles were very well known. Most beneficiaries would have obtained the credit as a term loan too,
hence raise questions on intended risk-behavior changes in the lending institutions. From a principal-
agent perspective, the major weakness was the principal (CGFTMSE) not asking the financial
institutions (agents) to use a different scoring model for start-ups and established firms or even across
various industrial sectors. The result, many a needy entrepreneurs could not access the credit as on
several parameters such as DSCR, leverage, etc, their business plans fell short of the traditional
lending norms. Most significantly affected were high technology and capital intensive sectors such as
alternative energy projects. CGFTMSE has to bring out new norms favorable to start-ups to improve
financial availability.
8. Conclusions:
What changes should be brought about to improve financial availability. The current coverage of credit
guarantee must be raised from Rs 100 lakhs to Rs.300 lakhs for certain capital intensive industries and
accordingly the norms for project appraisal should be revised industry-wise. Another omission in the
existing scheme is support to SHG’s. While limited and partnership firms are eligible for CGSTME funds,
SHG’s (with their memberships limited to 20) are not covered. Financial institutions feel SHG’s with their
peer-pressure norms and excellent history of repayments could increase the reach of the scheme.
Currently, trading, training institutes and educational organizations are excluded under CGSTME
scheme. With a growing need for private institutions in the training and educational arena and a
burgeoning population, these enterprises are less likely to fail. From a gender perspective, women-led
enterprises accessing the scheme were few and far. To ensure more women-led enterprise inclusion,
CGSTME can reduce the upfront fee by 1% and annual service fee to 0.5%.
One major weakness that needs to be addressed is the awareness of the program. Many in the industry
perceive this to be “subsidy” or a government-scheme (with all its unintended message of get and
shove). Awareness at industrial incubation centres, even at institutes of higher learning such as National
Institutes of Technology, and other autonomous institutions is pretty low. Industrial associations have
been the primary channel used till now to inform and educate the SME about the credit fund. Many
members of these associations would otherwise be the target for other schemes and hence training
Institutes, colleges and other student bodies should be targeted to raise the awareness among the
public. It is desirable that CGTMSE evolves into to a more comprehensive, financially self sustaining
credit guarantee mechanisms with improved feedback mechanism in place.
Yet another area that may need consideration is the operating model CGSTME may have to pursue to
increase financial and economic availability. Guarantee agencies adopt a portfolio model or a closed
model to enhance the performance of the scheme. In a “portfolio model”, the guarantor does not approve
single loans, but a criterion is set for guaranteeing loans. The criterion may vary according to the target
group. For example, the criterion for capital intensive sector will be different from a sector which has high
working capital requirement. In a “closed model”, a specific target group is identified for guarantee cover.
For example, in India, north eastern region or women entrepreneurs can be a target group. Falling under
this category qualifies them for a guarantee subject to meeting of the criterions. Different kinds of
assistance can also be given to the entrepreneurs who avail guarantee under this scheme. Not being
part of the specific target group will exclude that borrower automatically from the fund. First generation
entrepreneurs who generally do not have a credit rating on the business are still unable to get loans
under this scheme.
The benefit of the CGSTME scheme is clearly visible with the number of proposals and the amount of
loans that has been disbursed under this scheme. Further improvements would only increase an
inclusive growth and economic development. There are however many fine tuning improvements that
needs to be done to the scheme to make it more successful in attaining its vision. Awareness creation is
a very important aspect and this needs to be done in many states which have not used this scheme
effectively. Educating about this scheme both within the MLI functionary community and as well as to the
business community is very crucial.