The document discusses the revised Branch Score Card (BSC) used to evaluate branch performance. Key points:
- The BSC is weighted across business parameters like gold loans (44%), NH loans (16%), profitability (20%), and third party products (10%).
- Gold loan parameters include pledge count, incremental AUM, interest collection, active customers, and new customer acquisition.
- Digital adoption is newly introduced at 10% weightage, measured by 24x7 and digital repayment adoption.
- NH loans focus on reducing delinquencies in 30-89 and 90+ day buckets.
- Third party products include metrics for products like MTSS, forex, and health insurance.
This document summarizes a seminar presentation about the need and relevance of values in management. It discusses how values provide important guidelines for behavior and influence attitudes. There are different types of values, such as instrumental values and terminal values. Values are different than facts in that values represent personal beliefs about what is good, while facts are objective statements. The document also outlines the importance of values for organizations in contributing to shared meaning and culture, and how values are relevant for managers in decision-making and social responsibility.
This document discusses various annual and ongoing compliance requirements for companies under Indian company law. It outlines requirements such as appointing a whole-time company secretary for companies with a paid-up capital of Rs. 2 crore or more, filing annual financial statements and returns within 30 days of the annual general meeting, maintaining various statutory registers, and event-based compliances for activities like changes to the board of directors or share capital. It emphasizes the importance of compliance and having a systematic approach to ensure all legal obligations are met, noting that failure to comply can result in penalties like companies being struck off the register for not filing returns or accounts for 5 consecutive years.
This document summarizes a study on the non-banking financial services crisis and risk management in India. It discusses the reasons for and impact of the NBFC crisis, including over-leveraging, excessive concentration of assets, and misconduct by some company promoters. It outlines the regulatory framework for NBFCs in India and steps taken to address the crisis, such as credit support from banks and the central bank. It concludes that the crisis highlighted shortcomings but will lead to better governance and regulation to support sustainable growth of the NBFC sector.
A promoter is someone who establishes a business entity and handles the initial organization and registration. They bring together the necessary people and resources, file required documents, and arrange initial funding. Promoters have fiduciary duties to act in good faith and not profit secretly. They are responsible for preliminary contracts and liable for misstatements in documents like the prospectus. For their efforts, promoters may receive compensation like fully paid shares, cash and shares, commissions, or a fixed payment as outlined in the company articles.
Ethics provides standards for determining right and wrong human behavior based on concepts like rights, obligations, fairness, and virtues. Accounting ethics requires accuracy and honesty when interpreting financial data to avoid intentionally misleading practices. Upholding ethical standards is important in accounting and finance to maintain integrity, credibility, and trust. Some unethical behaviors include fraud, insider trading, producing false financial statements, delaying payments, and deception. When facing ethical issues, accountants should follow their organization's policies or discuss the matter with an unbiased advisor to find an appropriate resolution.
This document provides an overview of the role of directors under the Companies Act 2013 in India. It defines key terms like director, board of directors, managing director, whole-time director, and independent director. It discusses the positions held by directors and the changing role and state of directors under the new law. It outlines the duties and powers of directors, decision making processes, and significant provisions related to the appointment, disqualification, and vacation of director roles. The document is presented by Pavan Kumar Vijay from Corporate Professionals and provides a high-level summary of director responsibilities and governance under the Indian Companies Act.
This study examines customer switching behavior for bank services. It identifies four dimensions of customer satisfaction: personal, financial, environmental, and convenience factors. The study develops and tests hypotheses about the relationship between customer satisfaction and switching likelihood. It finds that satisfaction is negatively related to switching, and that importance of a service mediates this relationship. A survey was administered and factor analysis was conducted. The results show the effect of importance varies across service categories, and that competition levels also influence switching decisions. The findings suggest banks should focus more on personal, atmospheric, and convenience factors to reduce switching.
This document summarizes a seminar presentation about the need and relevance of values in management. It discusses how values provide important guidelines for behavior and influence attitudes. There are different types of values, such as instrumental values and terminal values. Values are different than facts in that values represent personal beliefs about what is good, while facts are objective statements. The document also outlines the importance of values for organizations in contributing to shared meaning and culture, and how values are relevant for managers in decision-making and social responsibility.
This document discusses various annual and ongoing compliance requirements for companies under Indian company law. It outlines requirements such as appointing a whole-time company secretary for companies with a paid-up capital of Rs. 2 crore or more, filing annual financial statements and returns within 30 days of the annual general meeting, maintaining various statutory registers, and event-based compliances for activities like changes to the board of directors or share capital. It emphasizes the importance of compliance and having a systematic approach to ensure all legal obligations are met, noting that failure to comply can result in penalties like companies being struck off the register for not filing returns or accounts for 5 consecutive years.
This document summarizes a study on the non-banking financial services crisis and risk management in India. It discusses the reasons for and impact of the NBFC crisis, including over-leveraging, excessive concentration of assets, and misconduct by some company promoters. It outlines the regulatory framework for NBFCs in India and steps taken to address the crisis, such as credit support from banks and the central bank. It concludes that the crisis highlighted shortcomings but will lead to better governance and regulation to support sustainable growth of the NBFC sector.
A promoter is someone who establishes a business entity and handles the initial organization and registration. They bring together the necessary people and resources, file required documents, and arrange initial funding. Promoters have fiduciary duties to act in good faith and not profit secretly. They are responsible for preliminary contracts and liable for misstatements in documents like the prospectus. For their efforts, promoters may receive compensation like fully paid shares, cash and shares, commissions, or a fixed payment as outlined in the company articles.
Ethics provides standards for determining right and wrong human behavior based on concepts like rights, obligations, fairness, and virtues. Accounting ethics requires accuracy and honesty when interpreting financial data to avoid intentionally misleading practices. Upholding ethical standards is important in accounting and finance to maintain integrity, credibility, and trust. Some unethical behaviors include fraud, insider trading, producing false financial statements, delaying payments, and deception. When facing ethical issues, accountants should follow their organization's policies or discuss the matter with an unbiased advisor to find an appropriate resolution.
This document provides an overview of the role of directors under the Companies Act 2013 in India. It defines key terms like director, board of directors, managing director, whole-time director, and independent director. It discusses the positions held by directors and the changing role and state of directors under the new law. It outlines the duties and powers of directors, decision making processes, and significant provisions related to the appointment, disqualification, and vacation of director roles. The document is presented by Pavan Kumar Vijay from Corporate Professionals and provides a high-level summary of director responsibilities and governance under the Indian Companies Act.
This study examines customer switching behavior for bank services. It identifies four dimensions of customer satisfaction: personal, financial, environmental, and convenience factors. The study develops and tests hypotheses about the relationship between customer satisfaction and switching likelihood. It finds that satisfaction is negatively related to switching, and that importance of a service mediates this relationship. A survey was administered and factor analysis was conducted. The results show the effect of importance varies across service categories, and that competition levels also influence switching decisions. The findings suggest banks should focus more on personal, atmospheric, and convenience factors to reduce switching.
CIBIL is India's first Credit Information Bureau established in 2000 as a repository of credit information on commercial and consumer borrowers. It collects data from its member institutions including banks, NBFCs, and other lenders to create credit reports on borrowers. These reports provide members with insights into applicants' credit histories and repayment records to facilitate more informed lending decisions. CIBIL's products and services help both lenders to better assess risk and price loans, and borrowers to demonstrate responsible credit behavior and more easily access financing.
This document summarizes the Ketan Parekh scam, a major corporate fraud that occurred in India in the late 1990s and early 2000s. The scam was perpetrated by stockbroker Ketan Parekh, who took advantage of low liquidity in certain stocks to artificially inflate their prices. This caused other investors to invest heavily in these "K-10 stocks." When the scam was revealed in 2001, it triggered a major crash in the stock market that shook investor confidence in India. In the aftermath, SEBI launched investigations and Parekh was arrested for fraudulently obtaining $20 million from Bank of India. The scam exposed regulatory lapses and highlighted the need for reforms to protect small investors.
This powerpoint was created to teach commercial lenders how to sell their bank as a more expensive (but more valuable) alternative to regular banks. The slides themsevles were kept clean - the "meat" is in the speaker's notes.
Gold loans allow individuals to borrow money using gold as collateral. Some key features of gold loans include being secured, having a short disbursal time, and providing a high loan-to-value ratio. Benefits include not having to sell gold during financial difficulties, no prepayment charges, and interest rates that depend on the amount pledged. Gold loan demand and growth has increased in India in recent years, particularly in rural areas, with commercial banks and NBFCs being major players. There is a strong correlation between growing gold demand and gold loan growth in India.
The document is a project report on conducting a SWOT analysis of Reliance Retail. It provides an executive summary and objectives. It then gives a company profile of Reliance Retail and its founder. The SWOT analysis identifies key strengths like brand equity, financial position, and backward/horizontal integration. Weaknesses included high costs from multi-format presence and prime locations. Opportunities and threats were also examined.
PPT in Company competition in India.
6th semester B.com program,
Shaheed Bhagat singh College (University of Delhi)
It is totally in Indian ACT" company's.
Gold loans provide affordable credit to individuals using gold jewelry as collateral. Key benefits include low interest rates, a quick application process requiring few documents, high loan amounts up to 75% of the gold's value, and no credit score or income certification requirements. Gold loans also have faster disbursal times than other loans. While repayments for other loans are typically through EMIs, some gold loan schemes allow paying just the monthly interest with the principal due at maturity. The document recommends Manappuram Finance as one of the top gold loan providers in India.
Financial inclusion - opportunities and challengesVeth Prasath
Financial inclusion aims to provide affordable banking services to disadvantaged and low-income groups through access to financial products and services like savings, loans, and insurance. It is important for creating savings habits, providing formal credit, and ensuring public subsidies reach the poor. The RBI has taken steps like no-frills accounts, business correspondents, and EBT to support financial inclusion. While opportunities include balanced growth and increased financial strength for banks and individuals, challenges include the spatial distribution of services, overcoming poverty levels, and bankers' aversion to inclusion. Financial inclusion can alleviate poverty and support gradual economic development in India.
The document discusses Vanraj Mini-Tractors, a company that produces small tractors targeted towards small and marginal farmers. It outlines the benefits of mini-tractors, such as their affordability, lower costs, and suitability for smaller farms. However, it also notes weaknesses like a lack of market research and conservative sales estimates. The document analyzes the market segmentation opportunities around land holdings, geography, and horsepower. It recommends the company conduct market research and refine its marketing strategy to better target small farmers.
The document discusses the banker-customer relationship. It defines a banker as someone who receives deposits and honors cheques/drafts subject to fund availability. A customer is anyone who has an account with the bank.
The key relationships between a banker and customer are:
1) Creditor-debtor, with the customer as creditor when making deposits, and debtor when taking loans
2) Principal-agent, when the bank provides services like bill payments on behalf of the customer
3) Other special relationships can include bailee-bailor for safe deposit boxes, pawnee-pawner for assets pledged as collateral.
The bank has obligations to maintain customer confidentiality, honor checks
This presentation gives us an idea about how to read an CIBIL Report, Credit Score meanings, what are the different ways by which the score is determined which is very rare to know in any other PPT that you come across. Hope this helps all. thanks
The document discusses various types of loans and advances provided by banks, as well as the principles of sound lending. It describes how banks earn profits by providing loans and advances to individuals, businesses, and industrialists. Some key points covered include:
- Banks provide secured and unsecured advances, with secured advances having a primary security/collateral pledged by the borrower, such as machinery.
- The main types of advances are loans, cash credits, overdrafts, and bills discounted. Loans can be short-term or long-term based on purpose.
- Banks employ various methods to charge security for loans, including lien, pledge, mortgage, assignment, and hypothecation of movable property.
This document provides an overview of Canara Bank, one of the largest state-owned banks in India. It discusses Canara Bank's history, founding in 1906, vision, mission, branches both nationally and internationally, awards, challenges competing with larger banks, and current leadership and financial results. The bank has over 2,700 branches across India and a few international branches and strives to provide quality banking services.
This document discusses Vijay Mallya and Kingfisher Airlines' default on over Rs. 9,000 crore in loans to banks. It details Mallya's business empire and the rise and fall of Kingfisher Airlines, which began operations in 2005 but struggled due to high costs and prices. While Mallya has offered to pay back Rs. 4,000 crore, banks have only recovered around Rs. 1,600 crore by selling collateral such as shares in United Spirits. The document also analyzes loopholes in laws like SARFAESI that have hindered further recovery from Mallya.
This landmark Supreme Court case elaborated on the rights of employees after resigning from their jobs. The Court ruled that while an ex-employee can be prevented from disclosing former employer's trade secrets, they cannot be barred from competing with the company. The Court determined that Section 27 of the Indian Contract Act declares restrictions on lawful profession or trade as void. However, partial restrictions during employment are valid to protect proprietary information, but not to bar use of general skills or knowledge acquired on the job.
‘Cash is king’ – a concept fundamentally important for businesses to understand – was the key theme that the speaker, Mr. Benny Chan, Senior Vice President of DBS SME Banking, stressed on. Benny spoke about the function of cash as the “lifeblood of the business” and as a safety net for unexpected financial situations.
He gave an in-depth explanation of the cash conversion cycle, providing business owners with a clearer understanding of how loans can assist businesses to cover financing gaps created by shortfalls in operating cash flow. Without cash, a business’ suppliers and creditors cannot be repaid, and owners face the danger of debts overwhelming the business. He also shared concrete steps that a business can take to improve its cash flow position.
Corporate governance is needed to ensure managers maximize shareholder wealth rather than prioritizing their own interests. It establishes rules and procedures to align manager and shareholder goals. Good corporate governance benefits companies through growth and capital attraction. It resolves conflicts between stakeholders like shareholders, creditors, and employees by balancing their interests through communication and compensation policies like ESOPs that use both "sticks" like removal and "carrots" like performance-based pay.
The document discusses the history and functions of the Securities and Exchange Board of India (SEBI). It states that SEBI was established in 1988 and given statutory powers in 1992 to regulate the securities market and protect investors. The key functions of SEBI include regulatory functions, development functions, and powers from the Securities Contract Regulation Act. SEBI regulates various intermediaries in the capital market like merchant bankers, underwriters, stock brokers, bankers to issues, and registrars through various rules and guidelines.
The document discusses processes for acquiring new banking customers and deepening relationships with existing customers. It outlines identifying target customer prospects, generating appointments, realizing appointments to present and sell the bank's offerings, and developing a process for onboarding, servicing, and cross-selling additional products to customers. Metrics are also proposed to measure the efficiency of the acquisition and deepening processes.
The document provides information on the Securities and Exchange Board of India (SEBI) Takeover Code. It discusses that the SEBI Takeover Code regulates acquisitions of shares or control in Indian listed companies. It also outlines the three most significant orders passed by SEBI in 2017 related to the Takeover Code for acquisitions in Refex Industries Limited, Deep Industries Limited, and Pudumjee Industries Limited. Additionally, it provides background on SEBI, the objectives of SEBI regulations, and a summary of the latest amendments made to the SEBI Takeover Code.
Vanderlay industries benchmark_analysis_(q3_2011-2012)Josephine Wong
This document provides a benchmark analysis of key performance indicators (KPIs) for Vanderlay Industries for Q3 2011/2012 compared to targets and industry benchmarks. Several of Vanderlay's KPIs are above or below targets, including accounts receivable days, accounts payable days, current ratio, debt to total assets, equity to assets, and growth equilibrium. The analysis also identifies alerts for accounts receivable days, cash conversion cycle, and current ratio based on thresholds exceeded.
2015 Customer Success Salary & State of the Profession ReportTotango
Customer Success as a profession is going through a meteoric rise. This was evident in our most recent Customer Success survey which attracted more than 4X respondents compared to last year.
Check out the 3rd annual Customer Success Salary Survey & State of the Profession Report to benchmark your customer success efforts -- from compensation to goals and challenges. Enjoy!
CIBIL is India's first Credit Information Bureau established in 2000 as a repository of credit information on commercial and consumer borrowers. It collects data from its member institutions including banks, NBFCs, and other lenders to create credit reports on borrowers. These reports provide members with insights into applicants' credit histories and repayment records to facilitate more informed lending decisions. CIBIL's products and services help both lenders to better assess risk and price loans, and borrowers to demonstrate responsible credit behavior and more easily access financing.
This document summarizes the Ketan Parekh scam, a major corporate fraud that occurred in India in the late 1990s and early 2000s. The scam was perpetrated by stockbroker Ketan Parekh, who took advantage of low liquidity in certain stocks to artificially inflate their prices. This caused other investors to invest heavily in these "K-10 stocks." When the scam was revealed in 2001, it triggered a major crash in the stock market that shook investor confidence in India. In the aftermath, SEBI launched investigations and Parekh was arrested for fraudulently obtaining $20 million from Bank of India. The scam exposed regulatory lapses and highlighted the need for reforms to protect small investors.
This powerpoint was created to teach commercial lenders how to sell their bank as a more expensive (but more valuable) alternative to regular banks. The slides themsevles were kept clean - the "meat" is in the speaker's notes.
Gold loans allow individuals to borrow money using gold as collateral. Some key features of gold loans include being secured, having a short disbursal time, and providing a high loan-to-value ratio. Benefits include not having to sell gold during financial difficulties, no prepayment charges, and interest rates that depend on the amount pledged. Gold loan demand and growth has increased in India in recent years, particularly in rural areas, with commercial banks and NBFCs being major players. There is a strong correlation between growing gold demand and gold loan growth in India.
The document is a project report on conducting a SWOT analysis of Reliance Retail. It provides an executive summary and objectives. It then gives a company profile of Reliance Retail and its founder. The SWOT analysis identifies key strengths like brand equity, financial position, and backward/horizontal integration. Weaknesses included high costs from multi-format presence and prime locations. Opportunities and threats were also examined.
PPT in Company competition in India.
6th semester B.com program,
Shaheed Bhagat singh College (University of Delhi)
It is totally in Indian ACT" company's.
Gold loans provide affordable credit to individuals using gold jewelry as collateral. Key benefits include low interest rates, a quick application process requiring few documents, high loan amounts up to 75% of the gold's value, and no credit score or income certification requirements. Gold loans also have faster disbursal times than other loans. While repayments for other loans are typically through EMIs, some gold loan schemes allow paying just the monthly interest with the principal due at maturity. The document recommends Manappuram Finance as one of the top gold loan providers in India.
Financial inclusion - opportunities and challengesVeth Prasath
Financial inclusion aims to provide affordable banking services to disadvantaged and low-income groups through access to financial products and services like savings, loans, and insurance. It is important for creating savings habits, providing formal credit, and ensuring public subsidies reach the poor. The RBI has taken steps like no-frills accounts, business correspondents, and EBT to support financial inclusion. While opportunities include balanced growth and increased financial strength for banks and individuals, challenges include the spatial distribution of services, overcoming poverty levels, and bankers' aversion to inclusion. Financial inclusion can alleviate poverty and support gradual economic development in India.
The document discusses Vanraj Mini-Tractors, a company that produces small tractors targeted towards small and marginal farmers. It outlines the benefits of mini-tractors, such as their affordability, lower costs, and suitability for smaller farms. However, it also notes weaknesses like a lack of market research and conservative sales estimates. The document analyzes the market segmentation opportunities around land holdings, geography, and horsepower. It recommends the company conduct market research and refine its marketing strategy to better target small farmers.
The document discusses the banker-customer relationship. It defines a banker as someone who receives deposits and honors cheques/drafts subject to fund availability. A customer is anyone who has an account with the bank.
The key relationships between a banker and customer are:
1) Creditor-debtor, with the customer as creditor when making deposits, and debtor when taking loans
2) Principal-agent, when the bank provides services like bill payments on behalf of the customer
3) Other special relationships can include bailee-bailor for safe deposit boxes, pawnee-pawner for assets pledged as collateral.
The bank has obligations to maintain customer confidentiality, honor checks
This presentation gives us an idea about how to read an CIBIL Report, Credit Score meanings, what are the different ways by which the score is determined which is very rare to know in any other PPT that you come across. Hope this helps all. thanks
The document discusses various types of loans and advances provided by banks, as well as the principles of sound lending. It describes how banks earn profits by providing loans and advances to individuals, businesses, and industrialists. Some key points covered include:
- Banks provide secured and unsecured advances, with secured advances having a primary security/collateral pledged by the borrower, such as machinery.
- The main types of advances are loans, cash credits, overdrafts, and bills discounted. Loans can be short-term or long-term based on purpose.
- Banks employ various methods to charge security for loans, including lien, pledge, mortgage, assignment, and hypothecation of movable property.
This document provides an overview of Canara Bank, one of the largest state-owned banks in India. It discusses Canara Bank's history, founding in 1906, vision, mission, branches both nationally and internationally, awards, challenges competing with larger banks, and current leadership and financial results. The bank has over 2,700 branches across India and a few international branches and strives to provide quality banking services.
This document discusses Vijay Mallya and Kingfisher Airlines' default on over Rs. 9,000 crore in loans to banks. It details Mallya's business empire and the rise and fall of Kingfisher Airlines, which began operations in 2005 but struggled due to high costs and prices. While Mallya has offered to pay back Rs. 4,000 crore, banks have only recovered around Rs. 1,600 crore by selling collateral such as shares in United Spirits. The document also analyzes loopholes in laws like SARFAESI that have hindered further recovery from Mallya.
This landmark Supreme Court case elaborated on the rights of employees after resigning from their jobs. The Court ruled that while an ex-employee can be prevented from disclosing former employer's trade secrets, they cannot be barred from competing with the company. The Court determined that Section 27 of the Indian Contract Act declares restrictions on lawful profession or trade as void. However, partial restrictions during employment are valid to protect proprietary information, but not to bar use of general skills or knowledge acquired on the job.
‘Cash is king’ – a concept fundamentally important for businesses to understand – was the key theme that the speaker, Mr. Benny Chan, Senior Vice President of DBS SME Banking, stressed on. Benny spoke about the function of cash as the “lifeblood of the business” and as a safety net for unexpected financial situations.
He gave an in-depth explanation of the cash conversion cycle, providing business owners with a clearer understanding of how loans can assist businesses to cover financing gaps created by shortfalls in operating cash flow. Without cash, a business’ suppliers and creditors cannot be repaid, and owners face the danger of debts overwhelming the business. He also shared concrete steps that a business can take to improve its cash flow position.
Corporate governance is needed to ensure managers maximize shareholder wealth rather than prioritizing their own interests. It establishes rules and procedures to align manager and shareholder goals. Good corporate governance benefits companies through growth and capital attraction. It resolves conflicts between stakeholders like shareholders, creditors, and employees by balancing their interests through communication and compensation policies like ESOPs that use both "sticks" like removal and "carrots" like performance-based pay.
The document discusses the history and functions of the Securities and Exchange Board of India (SEBI). It states that SEBI was established in 1988 and given statutory powers in 1992 to regulate the securities market and protect investors. The key functions of SEBI include regulatory functions, development functions, and powers from the Securities Contract Regulation Act. SEBI regulates various intermediaries in the capital market like merchant bankers, underwriters, stock brokers, bankers to issues, and registrars through various rules and guidelines.
The document discusses processes for acquiring new banking customers and deepening relationships with existing customers. It outlines identifying target customer prospects, generating appointments, realizing appointments to present and sell the bank's offerings, and developing a process for onboarding, servicing, and cross-selling additional products to customers. Metrics are also proposed to measure the efficiency of the acquisition and deepening processes.
The document provides information on the Securities and Exchange Board of India (SEBI) Takeover Code. It discusses that the SEBI Takeover Code regulates acquisitions of shares or control in Indian listed companies. It also outlines the three most significant orders passed by SEBI in 2017 related to the Takeover Code for acquisitions in Refex Industries Limited, Deep Industries Limited, and Pudumjee Industries Limited. Additionally, it provides background on SEBI, the objectives of SEBI regulations, and a summary of the latest amendments made to the SEBI Takeover Code.
Vanderlay industries benchmark_analysis_(q3_2011-2012)Josephine Wong
This document provides a benchmark analysis of key performance indicators (KPIs) for Vanderlay Industries for Q3 2011/2012 compared to targets and industry benchmarks. Several of Vanderlay's KPIs are above or below targets, including accounts receivable days, accounts payable days, current ratio, debt to total assets, equity to assets, and growth equilibrium. The analysis also identifies alerts for accounts receivable days, cash conversion cycle, and current ratio based on thresholds exceeded.
2015 Customer Success Salary & State of the Profession ReportTotango
Customer Success as a profession is going through a meteoric rise. This was evident in our most recent Customer Success survey which attracted more than 4X respondents compared to last year.
Check out the 3rd annual Customer Success Salary Survey & State of the Profession Report to benchmark your customer success efforts -- from compensation to goals and challenges. Enjoy!
Build a strategic management tool for your business in the form of this exclusive balance scorecard PowerPoint presentation slides. Use this balance scorecard PPT design to describe different prospective of your organization which are described as financial perspective, customer or investors perspective, organizational growth perspective and the internal process perspective. This Balanced Scorecard PPT layout explains the essential uses of the maintaining the balance scorecard for strategically developments of your organization as it also helps in analyzing various functions of your business and explains other factors which may affect the growth rate of your organization. This Balanced Scorecard presentation template will work as an effective management strategic tool to manage as well as monitor the strategic targets for the company. Thus you are just a click away from owning this professional designed PowerPoint image for your business to explain your subject matter in a very ingenious way. Gaze into the crystal ball with our Balanced Scorecard PowerPoint Presentation Slides. They give you the gift of foresight.
Sales Compensation in SaaS Companies Annual Survey 2018Viola Group
The topic of salary compensation for sales professionals is a hotly debated one among SaaS companies, so to see how Israeli startups stack up against international benchmarks, we (Viola Ventures) surveyed some of our portfolio and non-portfolio companies about their sales compensation policies.
You can read the accompanying blog post here: http://www.viola-group.com/violanotes/sales-compensation-in-saas-companies-viola-ventures-annual-survey-2018/
The document discusses measuring return on investment (ROI) for customer experience (CX) transformation programs. It outlines a 4-step process for CX ROI simulation: 1) scoping CX projects and mapping them to touchpoints, 2) benchmarking touchpoint impacts on overall satisfaction, 3) simulating program impacts using an interactive model, and 4) projecting ROI at the project and program level. The simulator allows estimating impacts over time for operational planning and optimization. It facilitates monitoring progress, recalibrating forecasts, and re-optimizing CX programs.
The document discusses measuring return on investment (ROI) from customer experience (CX) transformation programs. It outlines a 4-step process for CX program planning and ROI simulation: 1) scoping CX projects and mapping their impact on touchpoints, 2) benchmarking touchpoint improvements to overall customer satisfaction, 3) simulating program impacts using an interactive model, and 4) projecting ROI at the project and program level. The simulator allows estimating key metrics like revenue, costs, and satisfaction over time for decision making and portfolio optimization. It facilitates monitoring actual results to recalibrate projections and optimize the CX program.
Customer Success as a movement is so young even compared to other emerging tech sectors. But it's changing so fast it can be hard to justify it to your financial department. Scott Golden, Gainsight's Director of Customer Success Strategy, will deep dive into a data-driven webinar all about how you can account for Customer Success in such a rapidly-evolving industry.
Build a strategic management tool for your business in the form of this exclusive balance scorecard PowerPoint presentation slides. Use this balance scorecard PPT design to describe different prospective of your organization which are described as financial perspective, customer or investors perspective, organizational growth perspective and the internal process perspective. This Balanced Scorecard PPT layout explains the essential uses of the maintaining the balance scorecard for strategically developments of your organization as it also helps in analyzing various functions of your business and explains other factors which may affect the growth rate of your organization. This Balanced Scorecard presentation template will work as an effective management strategic tool to manage as well as monitor the strategic targets for the company. Thus you are just a click away from owning this professional designed PowerPoint image for your business to explain your subject matter in a very ingenious way. Gaze into the crystal ball with our Balanced Scorecard Powerpoint Presentation Slides. They give you the gift of foresight. https://bit.ly/3wDkSjS
Playbook to Optimizing Efficiency and the Burn Multiple with Bessemer Venture...saastr
This document provides guidance on optimizing efficiency and revenue multiples. It defines efficiency as the balance of growth and free cash flow. Benchmark efficiency levels are around 35-40% for median companies. Efficiency is strongly correlated with revenue multiples, with multiples increasing with higher efficiency ranges. The document analyzes case studies of companies with different efficiency issues like low growth, high spending on sales and marketing, high research and development costs, or high general and administrative costs. It recommends tracking the right efficiency metrics, identifying the drivers of low efficiency, acknowledging ramp periods for changes, and adjusting investments and operations accordingly to improve efficiency over time.
Totango's 3rd Annual SaaS Metrics Survey Report: The big take-away from this year’s survey underscores the importance of customer success in the SaaS business model – and why it is imperative for SaaS companies to be relentlessly focused on delivering recurring value to customers.
A detailed look at why SaaS business are so different from traditional software companies, and why traditional ways of looking at their finances fail to understand the business. Provides an alternative set of metrics that show the right way to look at a SaaS business.
For more on the SaaS business model and Metrics, see this blog post:
www.forentrepreneurs.com/saas-metrics-2/
This document discusses moving from a focus on Total Quality Management to Total Customer Value Management. It argues that quality professionals should take on new roles in creating value for customers. Key points include:
- Quality processes like quality circles should become more customer-centric to focus on creating value for customers rather than just quality and defect reduction.
- Measuring customer value added through metrics like customer value score can help organizations predict future market share gains and reduce customer churn more accurately than financial metrics.
- Companies in the top 20% in relative customer value scored significantly higher returns on investment compared to bottom 20% according to PIMS data.
- Quality professionals should lead the transition to a customer-focused approach, just
BSC Strategy Map PowerPoint Presentation Slides is a tailor-made tool for management teams across all industry verticals. Our highly visual balanced scorecard methodology PPT theme helps you to elucidate value creation by your organization. This comprehensive PowerPoint slideshow assists you in concisely documenting strategic management goals. Impressive data visualization tools allow users to gracefully present data. Utilize Infographics, flowcharts, dashboards, and other diagrams to incorporate visual depth in your BSC strategic planning PPT presentation. Our balanced strategy planning PowerPoint templates provide you with enough virtual and interactive tools to effectively engage your audience. Elaborate on the need, perspectives, and implementation of the BSC management technique through this well-structured PPT slideshow. Easy-to-understand balance scorecard strategy map representation is included in this PowerPoint deck. Present department level scorecards, and BSC execution framework with the help of our professionally crafted PPT templates. Download this business performance management PowerPoint theme and build a methodical and informative presentation within moments. https://bit.ly/30qw1Y5
This document discusses seven steps for achieving customer success at scale for software as a service (SaaS) companies. It begins by reviewing the current state of the SaaS business model and profitability challenges. It then outlines four cost buckets that impact profitability: cost of goods sold, customer acquisition costs, customer expansion costs, and customer retention costs. The document proposes that customer success is critical to long-term profitability. It provides seven steps for customer success at scale, including establishing a charter, financial model, critical practices, success metrics, skills, offers, and technology to support the customer lifecycle from adoption to renewal to expansion.
Semi Standard Structured Report PowerPoint Presentation SlidesSlideTeam
It has PPT slides covering wide range of topics showcasing all the core areas of your business needs. This complete deck focuses on Semi Standard Structured Report PowerPoint Presentation Slides and consists of professionally designed templates with suitable graphics and appropriate content. This deck has total of twenty slides. Our designers have created customizable templates for your convenience. You can make the required changes in the templates like colour, text and font size. Other than this, content can be added or deleted from the slide as per the requirement. Get access to this professionally designed complete deck PPT presentation by clicking the download button below. https://bit.ly/3gfJIi5
- HubSpot reported Q3 2017 results, with revenue growth of 22% year-over-year to $82.3 million.
- The company discussed its continued focus on balancing revenue growth and margin improvement, with gross margins increasing to 81% in Q3 2017.
- HubSpot reiterated its commitment to its growth strategy, which includes expanding its product offerings, growing its international business, upselling existing customers, and tapping into the large market opportunity for its inbound platform.
The document discusses how analytics can be used to solve business problems in the retail banking industry. It describes how analytics can be applied to various areas of a bank's profit and loss statement, including acquiring new customers, reducing customer attrition, improving account activation rates, and maximizing revenue from interest, fees, and cross-selling. It also discusses how strategic reporting, marketing analytics, and data-driven insights can be used for segmentation, customer lifetime value analysis, profitability and loyalty analysis, cross-selling strategies, and customer retention programs. The overall aim is to provide a top-down analytical approach to optimize all areas of a bank's operations and financial performance.
Decoding the KPI Kaleidoscope with Sandfox Advisorssaastr
Metrics are important to investors because they provide visibility into a SaaS company's revenue growth, sales efficiency, and customer retention. Key metrics include monthly recurring revenue/annual recurring revenue to measure topline growth, revenue churn to understand customer retention, and customer acquisition cost and lifetime value to assess the efficiency and profitability of the growth strategy. Maintaining high growth, strong sales efficiency through a favorable magic number ratio above 1, and low revenue churn are positive signs for investors.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
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Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
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Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Training: ISO/IEC 27001 Information Security Management System - EN | PECB
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General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
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This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
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How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
2. Why BSC?
The Branch Score Card is a tool for
Reviewing Monitoring Planning
It aids the Branches in monitoring Actual Performance v/s Targets.
It helps in ensuring they meet and exceed the Targets for the benefits of the Organisation and hence themselves
Based on BSC results, branches can undertake timely corrections in their focus on products guided by their field
hierarchy (AMs, RMs, ZHs)
The criterion set will guide the branches on the quantum of business they should do to get into the next higher
level of performance i.e. from very good to Excellent etc.
3. Why BSC? (continue…)
BSC helps identify future leaders – BICs, ABMs, BMs, AMs, RMs, etc – transparently
Branches gets an opportunity to realize their position State wise and PAN India.
It builds a healthy competition between Branches, AMs, Regions, RMs, Zones, etc and brings out winners across
who strive to be the best and better themselves each month.
It is designed to set a tone for the regular monthly review for branches - at Branch level as well as by hierarchy.
Branches can get a feedback on where they do well and where they need to improve.
For RMs/SHs this can be used as tool to monitor and review a branch and guide on timely course corrections.
Even for a good scorer in BSC, RM/SH will be able to guide which are the factors that need improvement.
RMs/SHs can have branch specific –product specific plans.
4. Scoring in Branch Performance Score Card (BSC)
The Maximum score that is possible in BSC is 5 which is awarded if the
branch achieves above 120% of target .
A score of 4 is given for achieving above 100% to 120% of target
A score of 3 is given for achieving above 85% to 100% of target
A score of 2 is given for achieving above 65% to 85% of target
A score of 1 is given for achieving below 65% of target
5. Advantages of BSC over normal appraisal
There is no subjectivity or favoritism in BSC.
Staff can know where they stand at any point in time.
Staff can access on how to improve performance and get a better score thus positively impacting their appraisal.
Staff is aware of the branch performance as it is linked to target vs achievement.
BSC has 75% contribution to the Appraisal of the Branch employee with 25% residual being the AM
assessment of the BM / other staff
Through BSC, the appraisal process is objective and very transparent
BSC has changed the dynamics and the focus is now on business, performance delivery, performance appraisal,
variable pay-out, etc
6. • Five scores in BSC – 5, 4, 3, 2, 1
Recap
• Importance of BSC
7. Highlights of the revised BSC
The Branch Score Card (BSC) has been revised in line with the business focus below.
BSC will be common throughout all branches as opposed to BSC 1 and BSC 2 of previous year.
Weightage of our core business gold loan has been increased to 44% with focus on pledge count, incremental
AUM, NCA, active customer base, and interest collection. Pledge value and AUM achievement parameters have
been removed in new BSC.
Since MSME loans are paused for some time, disbursal count, disbursal value, and NCA have been removed in
the revised BSC. Focus will be on collections with special emphasis on reducing overdues in <90DPD and
>90DPD buckets.
The overall weightage of Third Party Products is now revised to 10% (earlier the weightage was 14%).
Muthoot Health Guard is given additional focus by splitting ‘New customer’ and ‘Renewal’ as two different
parameters.
Digital adoption is a new parameter introduced in BSC with a weightage of 10% - 5% for 24x7 adoption and
5% for digital repayment adoption.
8. Highlights of the revised BSC
The Branch Score Card (BSC) has been revised in line with the business focus below.
Audit Score Card (ASC) is being used as a hurdle in the revised BSC. Grade of A or B is minimum expected of a
branch. If branch is rated C then the BSC will be deducted by 0.5 to arrive at the final BSC score and if the
branch is rated D, BSC will be deducted by 1 to arrive at the final BSC.
Non-business parameter of learning has been removed from BSC.
9. Revised BSC
Branch Score Card FY 20-21
Criteria
Weightage in (%) Actual Score Weighted Score 1 2 3 4 5
Profitability
Profitability (Target vs Achievement) 20.00% 5 1.00 Below 65% of Target 65% to 85% of Target Above 85% to 100% of Target Above 100% to 120% of Target Above 120% of Target
Business
Gold Loans 44.00% 2.20
Pledge Count 10.00% 5 0.50 Below 65% of Target 65% to 85% of Target Above 85% to 100% of Target Above 100% to 120% of Target Above 120% of Target
Incremental AUM 9.00% 5 0.45 Below 65% of Target 65% to 85% of Target Above 85% to 100% of Target Above 100% to 120% of Target Above 120% of Target
New Customer Acquisition 10.00% 5 0.50 Below 65% of Target 65% to 85% of Target Above 85% to 100% of Target Above 100% to 120% of Target Above 120% of Target
Active customer base 6.00% 5 0.30 Below 65% of Target 65% to 85% of Target Above 85% to 100% of Target Above 100% to 120% of Target Above 120% of Target
Interest Collection 9.00% 5 0.45
Below 60% of Interest
Due
60% to 75% of Interest
Due
Above 75% to 90% of Interest
Due
Above 90% to 100% of Interest
Due
Above 100% of Interest
Due
Digital Adoption 10.00% 0.50
24x7 % 5.00% 5 0.25 Below 65% of Target 65% to 85% of Target Above 85% to 100% of Target Above 100% to 120% of Target Above 120% of Target
Digital Repayment % 5.00% 5 0.25 Below 65% of Target 65% to 85% of Target Above 85% to 100% of Target Above 100% to 120% of Target Above 120% of Target
NH Loans 16.00% 0.80
30+ delinquency % (30-89 Days) 6.00% 5 0.30 >=6% <=6% <= 5% <=4.5% <=4%
90+ delinqnuency % 10.00% 5 0.50 <=3% <=2% <= 1.5% <=1.25% <=1%
Third Party Products 10.00% 0.50
MTSS 0.75% 5 0.04 Below 65% of Target 65% to 85% of Target Above 85% to 100% of Target Above 100% to 120% of Target Above 120% of Target
Forex + BBPS 1.20% 5 0.06 Below 65% of Target 65% to 85% of Target Above 85% to 100% of Target Above 100% to 120% of Target Above 120% of Target
DMT+INDO-NEPAL+SIP 1.00% 5 0.05 Below 65% of Target 65% to 85% of Target Above 85% to 100% of Target Above 100% to 120% of Target Above 120% of Target
Muthoot Health Guard - New Policy 1.50% 5 0.08 Below 65% of Target 65% to 85% of Target Above 85% to 100% of Target Above 100% to 120% of Target Above 120% of Target
Muthoot Health Guard - Renewal 1.50% 5 0.08 Below 65% of Target 65% to 85% of Target Above 85% to 100% of Target Above 100% to 120% of Target Above 120% of Target
Swarnavarsham + Swethavarsham 1.00% 5 0.05 Below 65% of Target 65% to 85% of Target Above 85% to 100% of Target Above 100% to 120% of Target Above 120% of Target
General Insurance + Life Insurance+MHFL+Chits 1.55% 5 0.08 Below 65% of Target 65% to 85% of Target Above 85% to 100% of Target Above 100% to 120% of Target Above 120% of Target
Auto Loan 1.50% 5 0.08 Below 65% of Target 65% to 85% of Target Above 85% to 100% of Target Above 100% to 120% of Target Above 120% of Target
Total Business Score 80.00% 4.00
10. Revised BSC vs previous BSC FY (19-20)
BSC FY 19-20 BSC FY 20-21
Weightage in (%) Weightage in (%)
Profitability
Profitability (Target vs Achievement) 20.00% 20.00%
Business
Gold Loans 42.5% 44.00%
Pledge Count - 10.00%
Pledge Value 10.5% -
Incremental AUM - 9.00%
New Customer Acquisition 10.5% 10.00%
Active customer base - 6.00%
Interest Collection 9% 9.00%
AUM Achievement 12.5% -
Digital Adoption 0% 10.00%
24x7 % - 5.00%
Digital Repayment % - 5.00%
NH Loans 16.00% 16.00%
30+ delinquency % (30-89 Days) 4.00% 6.00%
90+ delinqnuency % 4.00% 10.00%
Disbursal Count 2.40% -
Disbursal Value 2.80% -
New Customer Acquisition 2.80% -
Third Party Products 14.00% 10.00%
MTSS 2.50% 0.75%
Forex + BBPS 1.20% 1.20%
DMT+INDO-NEPAL+SIP 1.00% 1.00%
Muthoot Health Guard 2.30% -
Muthoot Health Guard - New Policy - 1.50%
Muthoot Health Guard - Renewal - 1.50%
Swarnavarsham + Swethavarsham 1.50% 1.00%
General Insurance + Life Insurance+MHFL+Chits 2.00% 1.55%
Auto Loan 3.50% 1.50%
Audit Score 6.00% 0.00%
Audit Score Card (Part A + Part B) 6.00% -
Learning 1.50% 0.00%
Daily Material Average Test Score 1.50% -
Total Business Score 80% 80%
Total Score (Profitability + Business) 100.00% 100.00%
Total BSC Score after Hurdle - 100.00%
Colour Code Remark
Removed from FY(19-20)
Newly Added in FY(20-21)
11. Business
Parameters
The business parameters BSC takes into consideration can be broadly classified into four:
Gold Loans NH Loans Profitability Third Party
Products
To achieve a score of 3, the branch needs to hit above 85% of the target.
Achieving above 120% of the target, fetches the branches the ultimate score of 5.
Achievements below 65% of the target will account for a minimal score of 1.
12. Business Parameters:
Gold Loans
Gold Loan is assigned with a total weightage of 44% in revised BSC to give more focus
to our core business i.e., Gold Loans.
Pledge Count : Gold loan disbursal count for the month
Incremental AUM: Current AUM – AUM on 31st March 2020
Incremental target
Interest Collection: 1.8% of the total outstanding on the last day of the
month.
Active customer base: No. of active customers for the month
New Customer Acquisition: No. of new customers acquired for the month
The parameters that fall under Gold Loans are:
13. Business Parameters:
Gold Loans
Parameters How each parameter is measured Impact of each parameter
Pledge count No. of gold loan disbursals for the month
• Higher disbursals
• AUM
• Profits
Incremental
AUM
(Current AUM – AUM on 31st March 2020)
Incremental target
• Higher profits
NCA
No. of new customers acquired for the
month
• Higher pledge count
• ACB
• AUM
• Profits
• Cross-selling
ACB No. of active customers for the month
• Higher AUM
• Profits
• Cross-selling
Interest
collection
1.8% of total outstanding on the last day of
the month
• Higher profitability
• Cash flow to company
• Customer retention
• Lower NPA
• Lower possibility of auction and hence
happy customers
Focus is on the following parameters
The above parameters lead to better branch performance, better scores in BSC, and
better rewards for branch staff.
14. Business Parameters:
Gold Loans
Example for Incremental AUM Calculation
Incremental AUM is calculated as = Current month AUM – AUM on 31st March 2020
Incremental AUM target
Let’s look at this with an example. Suppose a branch has an AUM of 3 crores as on 31st
March 2020. The target for the branch is 3.1 crore for the month and the branch has
achieved an AUM of 3.15 crore for the month
Incremental AUM = 3.15 - 3 = 0.15/0.1 = 1.5 x 100 = 150%
3.1 – 3
The branch will get a score of 5 for Incremental AUM
If the branch had achieved only 3.09 crores. Incremental AUM will be calculated as:
Incremental AUM = 3.09 - 3 = 0.09/0.1 = 0.9 x 100 = 90%
3.1 – 3
The branch will get a score of 3 for Incremental AUM
15. Business Parameters:
Digital Adoption
Digital adoption is a newly introduced parameter.
The parameters that fall under Digital Adoption are:
24x7 Adoption %: Number of 24x7 done for the month (Count)
Digital Repayment Adoption %: Total repayments done digitally for the month (Value)
Weightage of 5% since 24x7 helps branch in increasing pledge amount,
incremental AUM, and overall profitability
Weightage of 5% since it will lead to less cash in branches, Easy and beneficial for
customers & more time for branches to do marketing and other activities.
10% is the total weightage assigned to Digital Adoption.
Digital payment is the need of the hour. In the current scenario, shifting of customer
behavior towards Digital channels is beneficial to customers, branches and branch staff
16. • Weightage given for gold loans in BSC
Recap
• Parameters taken into consideration for gold loans in BSC
• Weightage given to digital adoption
• Parameters taken into consideration for digital adoption
17. Business Parameters:
NH Loans
16% is the total weightage assigned to NH Loans in revised BSC
The parameters that fall under Neighborhood Loans are:
Disbursal Count, disbursal value and new customer acquisition are not
included in new BSC as we have paused MSME lending for some time and focus
is on ‘Collections’
30+ Delinquency %:
Principal O/s of defaulted NH loans
Total NH O/s of the branch, as on the last day
of the month
90+ Delinquency %:
Portfolio of NH loans which are due for more than 90 days
Total NH O/s of the branch
(30-89 days)
(If the YTD AUM of NH is ‘zero’ then the score must be given zero)
18. Business Parameters:
Third Party
Products
10% is the total weightage assigned to Third Party Products. The parameters that
fall under third party products are:
MTSS: No. of MTSS done for the month (Count)
Forex and BBPS: Value of business done for the month
DMT, Indo-Nepal and SIP: Value of DMT, No. of Indo-Nepal and SIP
done for the month (Count)
Muthoot Health Guard: Split into two parameters: No. of New Policy
(Count) and no. of Renewal Policy (Count)
Swarnavarsham and Swethavarsham: Value of business done for the
month (Grams)
General insurance, life insurance, MHFL and chits: Value of business
done for the month (Value)
Auto loan: No. of auto loan done for the month (Count)
19. Non-Business
Parameters
Audit Score Card: ASC acts a hurdle for the score in BSC. If the branch is
graded A or B in ASC, there will not be any impact on the BSC. But if the branch
is graded C, then the BSC will drop by 0.5 points and if the branch is graded D,
BSC will be reduced by 1 point.
The non-business parameter BSC takes into consideration is:
Eg. Let us look at what happens when a branch with a score of 4 in BSC achieves
the following grades in ASC.
ASC grading Final Score in BSC
A 4 (Same score)
B 4 (Same score)
C 3.5 (Score reduced by 0.5 points)
D 3 (Score reduced by 1 point)
Business performance and Operational hygiene are two sides of same coin.
Reduction of score in BSC for operational lapses/frauds is incorporated to ensure
that branches give equal importance to business performance and adherence to laid
down operational regulations and stipulations.
20. Short Quiz
What are the changes in BSC?Q
What is the newly introduced parameter in BSC?Q
What are the changes with respect to NH loans in BSC?Q
Which third party product is split into two parameters in BSC?Q
What is the impact of ASC grade on BSC score?Q