Businesses reported a four day increase in the time taken for customers to pay invoices, to an average of 21 days beyond agreed credit terms. As a result, more firms classified over 10% of debtor books as over 90 days old, leading 63% to write off over 1% of turnover as bad debt. There was widespread support for proposals to name late paying companies, with 69% backing the plans. Privately owned companies took longest to pay on average at 44 days, while engineering/maintenance firms faced the longest delays of almost 26 days.
The survey found that the average delay in payment fell by 5 days to 17 days between July 2011 and January 2012. However, 62% of businesses still reported an increase in the time it takes customers to pay. Privately owned companies were cited as the worst offenders for late payments. Constant reminding emerged as the most commonly used credit management strategy.
This document provides details on a 30-year commercial loan taken out in 2013 for $3,235,102.73 at an annual interest rate of 3%. It includes a monthly payment schedule showing the breakdown of principal and interest payments over the life of the loan through 2043. Key details include the monthly payment amount, annual property taxes and insurance, and the declining loan balance over time.
Capital One had a remarkable year in 1997, setting records for financial and operating performance. They added 3.2 million new customers, ending the year with 11.7 million accounts. Capital One's success demonstrates the power of their information-based strategy and innovation. Going forward, they see opportunity for continued growth in the US and internationally by applying their strategy of mass customization.
Wesco International provides reconciliations of non-GAAP financial measures for the twelve months ended June 30, 2008 and 2007. EBITDA is calculated as income from operations plus depreciation and amortization. Total debt is calculated as short term debt, current debt, and long term debt. Free cash flow is calculated as net income plus depreciation and amortization, less changes in working capital items and capital expenditures. Gross profit is calculated as net sales minus cost of goods sold excluding depreciation and amortization.
This annual report summarizes Capital One's growth and success in 2000. Some key points:
- Capital One has grown rapidly since its IPO in 1994, becoming one of the fastest growing and most profitable companies in the US.
- Through its proprietary information-based strategy (IBS), Capital One has created innovative credit card and loan products tailored to individual customers, reducing risk while delivering value.
- In 2000, Capital One added a record 10 million new customers, conducted over 45,000 tests of new ideas, and invested over $900 million in marketing.
- Capital One aims to continue its strong growth by expanding its product lines and customer base internationally, and by building its brand through advertising and
This document is a loan amortization schedule for a $3,406,232.87 commercial loan taken out in 2013 at 3% annual interest over 30 years. It shows the monthly payment amount, interest paid, principal paid, and outstanding balance over the life of the loan. It also includes totals for interest paid, principal paid, and total payments over the loan term.
This document contains an auto loan calculator that allows a user to calculate loan payments for purchasing a vehicle. It provides fields to enter the purchase price, trade-in value, down payment, sales tax rate, and loan term in years. It then calculates the loan amount, monthly payment amount, total interest paid over the loan term, and amortization schedule showing the principal and interest amounts for each payment.
- Danske Bank Group reported a net profit of DKK 1.5 billion for the first nine months of 2011, impacted by low interest rates, low economic growth, and turbulent capital markets.
- Total income was DKK 31.5 billion, down 11% from the same period in 2010. Net interest income declined as expected but began increasing in the third quarter after raising lending rates. Net trading income was strong in the first half but suffered in the third quarter due to financial turmoil.
- Expenses were DKK 19.5 billion, flat compared to the first nine months of 2010.
The survey found that the average delay in payment fell by 5 days to 17 days between July 2011 and January 2012. However, 62% of businesses still reported an increase in the time it takes customers to pay. Privately owned companies were cited as the worst offenders for late payments. Constant reminding emerged as the most commonly used credit management strategy.
This document provides details on a 30-year commercial loan taken out in 2013 for $3,235,102.73 at an annual interest rate of 3%. It includes a monthly payment schedule showing the breakdown of principal and interest payments over the life of the loan through 2043. Key details include the monthly payment amount, annual property taxes and insurance, and the declining loan balance over time.
Capital One had a remarkable year in 1997, setting records for financial and operating performance. They added 3.2 million new customers, ending the year with 11.7 million accounts. Capital One's success demonstrates the power of their information-based strategy and innovation. Going forward, they see opportunity for continued growth in the US and internationally by applying their strategy of mass customization.
Wesco International provides reconciliations of non-GAAP financial measures for the twelve months ended June 30, 2008 and 2007. EBITDA is calculated as income from operations plus depreciation and amortization. Total debt is calculated as short term debt, current debt, and long term debt. Free cash flow is calculated as net income plus depreciation and amortization, less changes in working capital items and capital expenditures. Gross profit is calculated as net sales minus cost of goods sold excluding depreciation and amortization.
This annual report summarizes Capital One's growth and success in 2000. Some key points:
- Capital One has grown rapidly since its IPO in 1994, becoming one of the fastest growing and most profitable companies in the US.
- Through its proprietary information-based strategy (IBS), Capital One has created innovative credit card and loan products tailored to individual customers, reducing risk while delivering value.
- In 2000, Capital One added a record 10 million new customers, conducted over 45,000 tests of new ideas, and invested over $900 million in marketing.
- Capital One aims to continue its strong growth by expanding its product lines and customer base internationally, and by building its brand through advertising and
This document is a loan amortization schedule for a $3,406,232.87 commercial loan taken out in 2013 at 3% annual interest over 30 years. It shows the monthly payment amount, interest paid, principal paid, and outstanding balance over the life of the loan. It also includes totals for interest paid, principal paid, and total payments over the loan term.
This document contains an auto loan calculator that allows a user to calculate loan payments for purchasing a vehicle. It provides fields to enter the purchase price, trade-in value, down payment, sales tax rate, and loan term in years. It then calculates the loan amount, monthly payment amount, total interest paid over the loan term, and amortization schedule showing the principal and interest amounts for each payment.
- Danske Bank Group reported a net profit of DKK 1.5 billion for the first nine months of 2011, impacted by low interest rates, low economic growth, and turbulent capital markets.
- Total income was DKK 31.5 billion, down 11% from the same period in 2010. Net interest income declined as expected but began increasing in the third quarter after raising lending rates. Net trading income was strong in the first half but suffered in the third quarter due to financial turmoil.
- Expenses were DKK 19.5 billion, flat compared to the first nine months of 2010.
CSU CardSystem SA is a Brazilian company that provides payment solutions and call center services. The document summarizes CSU's financial performance in 2008 and outlines strategies for 2009. Key points include:
1) CSU grew revenues by 22% in 2008 driven by increased card issuance and new call center contracts. Gross margins also improved due to economies of scale.
2) CSU reduced debt from R$95.2 million to R$94.9 million in the last quarter through cash generation and working capital management.
3) Strategies for 2009 focus on maintaining investment in growth units, finalizing a new structure for call centers, and increasing overall profitability and margins.
Citigroup reported financial results for the second quarter of 2007. Net income increased 18% year-over-year to $6.226 billion. Revenue grew across most business segments, led by a 64% increase in Markets & Banking revenue. Income from continuing operations rose 18% to $11.238 billion for the first half of the year. However, capital ratios declined slightly due to asset growth outpacing capital increases. Overall, Citigroup achieved strong revenue growth and higher profits compared to the previous year.
HSBC reported financial results for the first half of 2008. While total operating income increased slightly, pre-tax profits decreased 28% to $10.2 billion due to a 58% rise in loan impairment charges. Net income attributable to shareholders fell 29% to $7.7 billion. However, HSBC maintained a strong capital position with tier 1 and total capital ratios of 8.8% and 11.9% respectively. The company also announced a 6% increase in its interim dividend and the completion of the sale of its regional bank network in France.
1) CIR reported consolidated net financial debt of €2.2 billion as of March 31, 2011, with consolidated net invested capital of €4.7 billion.
2) For the first quarter of 2011, CIR reported total contribution from subsidiaries of €14.8 million and a net income of €14.4 million.
3) CIR's principal subsidiaries are Sorgenia (utilities), Espresso (media), Sogefi (automotive components), and KOS (healthcare), which generated operating revenues in 2010 of €2.7 billion, €887 million, €925 million, and €325 million respectively.
The document provides an overview of CSU CARDSYSTEM S.A.'s cards markets, operational data, and financial performance. Some key points:
1) CSU's card base is growing faster than the overall market, at 18.4% growth in the last 12 months. There is an increasing trend of replacing private label cards with hybrid cards.
2) CSU issued over 6.4 million new cards in the last 12 months. Flex cards are taking a larger share of total card issues.
3) CSU's processing accounts grew 4.9% compared to the previous quarter, reaching 3.1 million accounts.
4) CSU's card processing revenues and margins
- Nordnet's profits increased significantly in the first three quarters of 2011, with operating income up 12% and profit after tax up 68%.
- Key metrics like earnings per share and number of active accounts also rose sharply compared to the same period last year.
- Nordnet maintained a strong cost control while launching new services in Norway and seeing continued strong customer inflows.
This document contains Credit Suisse's condensed consolidated financial statements for the second quarter of 2007. It includes:
1) Statements of income showing a 17% increase in net income from the prior year quarter to CHF 3.19 billion.
2) Balance sheets as of the end of the second quarter of 2007 and prior periods, showing total assets of CHF 1.42 trillion, a 1% increase from the prior year.
3) Details of shareholders' equity such as common shares, retained earnings, and treasury shares.
The document provides an interim financial report for a company from January to June 2011. It summarizes key financial figures showing operating income increased 2% and profit after tax rose 25%. It also outlines goals to achieve 100% cost coverage from non-trading commissions by end of 2011 and double revenues within 2 years. The company aims to become the leading savings bank in Nordic countries by 2018 by expanding its existing customer base in Sweden, Norway, Denmark, and Finland.
Citigroup reported financial results for the third quarter of 2007. Net income was $2.2 billion, down 60% from the third quarter of 2006. Total assets reached $2.36 trillion at the end of the quarter, up 35% year-over-year. However, key capital ratios such as Tier 1 capital and leverage declined compared to the prior year. Earnings per share from continuing operations were $0.44, down 58% from the previous year. While several business segments saw revenue declines, Global Consumer revenues remained strong, particularly in U.S. Cards.
Regions Financial reported a loss of $9.01 per share for the 4th quarter of 2008 due to a $6 billion goodwill impairment charge. Excluding this charge, earnings were $0.35 per share. Credit quality improved as non-performing assets declined by $3.1 billion from aggressive management. However, net charge-offs increased to 3.19% and the net interest margin declined. Regions remains well capitalized and has strong liquidity with customer deposits funding most assets.
Capital One Financial Corporation's 1998 Annual Report summarizes the company's strong financial performance in 1998. Capital One saw record growth across key metrics such as earnings per share, revenue, managed loans, and number of customer accounts. The company achieved net income of $275 million, a 45% increase over 1997. Capital One's success is powered by its Information-Based Strategy of using technology, data analysis, and scientific testing to customize financial products for each customer. This strategy has allowed the company to rapidly innovate and gain market share in the credit card industry.
- Hyundai Commercial, Inc. and Subsidiaries released interim consolidated financial statements for the periods ended June 30, 2012 and 2011.
- For the six month period ended June 30, 2012, the company reported total operating revenue of ₩168.1 billion and net income of ₩24.7 billion.
- The statement of financial position as of June 30, 2012 showed total assets of ₩3,824.3 billion and total liabilities of ₩3,482 billion.
Villa Alhambra Financial Statements 10-31-2011.pdfVillaAlhambra
The document is the financial statements for Villa Alhambra of Coral Gables Condominium Association Inc. for the period ending October 31, 2011. It provides a balance sheet showing the association's assets, liabilities, and fund balances as of October 31, 2011 compared to the prior month. It also provides an income statement comparing the association's actual revenues and expenses for October 2011 to the monthly budget, as well as year-to-date actuals compared to the annual budget. Notes provide additional context on FDIC insurance coverage and the intended use of the financial information.
This document provides the consolidated financial statements of Hyundai Commercial, Inc. and its subsidiaries for the years ended December 31, 2012 and 2011. It includes the consolidated statements of financial position, comprehensive income, changes in equity, and cash flows for 2012 and 2011, as well as notes to the financial statements. The report of the independent auditors expresses an unqualified opinion that the consolidated financial statements present fairly the financial position, results of operations and cash flows of Hyundai Commercial, Inc. and its subsidiaries in accordance with Korean IFRS.
The interim report summarizes Nordnet's financial performance for the first quarter of 2012. Key points include:
- Operating income decreased 9% to SEK 264.9 million while profit after tax fell 8% to SEK 72.5 million.
- The number of active customers grew to 350,700, up 9% from the previous year. Total trades were nearly 4 million.
- Net savings increased slightly to SEK 3.6 billion while total savings capital was SEK 101 billion.
- Strategic priorities are focused on having the most satisfied customers and strengthening the brand as a leading savings bank in the Nordic region.
This document contains details of a real estate purchase including:
- Property details such as unit type, lot area, floor area, and house model
- Payment terms of 20% down payment over 12 months and 80% financed
- Computation of purchase price, down payment, balance amount, and payment schedule broken into 12 monthly installment amounts
- Options for financing the balance at different interest rates and terms
- Standard notices about payment procedures and validity of the document
Allstate operates from a strong financial position with over $104 billion in assets and $17.5 billion in shareholders' equity. It provides insurance and financial services to over 14 million households in the US. Allstate has $104.8 billion in assets and generates most of its revenues from property-liability insurance premiums and contract charges from its financial business. For 2000, Allstate reported revenues of $29.1 billion and net income of $2.2 billion.
Late payments have significantly increased over the past six months for many UK businesses, according to a survey by Hilton-Baird Collection Services. Two-thirds of respondents reported an increase in the time it takes customers to pay invoices, with businesses now waiting an average of 22 days beyond agreed terms. This is placing pressure on cash flows and forcing many businesses to pay their own suppliers later. While suspending customer credit and credit checking are common strategies, nearly a quarter of businesses aren't taking additional measures to manage credit risk.
The document summarizes the key findings of Hilton-Baird Collection Services' 2014 Late Payment Survey of 361 UK businesses. The survey found that late payments continue to significantly impact businesses, with 88% affected in 2013. On average, businesses had to wait 22 days beyond agreed credit terms to be paid. Construction firms experienced the longest delays at 24 days. The majority of businesses believe proposals to fine late payers would not reduce the problem of late payments.
2011 MBA Online mobile and Social Media - The Emerging TrendsJoe Dahleen
This document discusses emerging trends in online, mobile, and social media and their implications for mortgage business leaders. It summarizes a panel discussion on these topics featuring speakers from TowerGroup, RGA, and Mount Olympus Mortgage. The panel addressed how social media is affecting business, the effect of mobile devices, and opportunities provided by evolving information technology. The document provides information on MBA social media initiatives and outlines strategies for leveraging online lending, mobile technologies, and social networks in financial services.
CSU CardSystem SA is a Brazilian company that provides payment solutions and call center services. The document summarizes CSU's financial performance in 2008 and outlines strategies for 2009. Key points include:
1) CSU grew revenues by 22% in 2008 driven by increased card issuance and new call center contracts. Gross margins also improved due to economies of scale.
2) CSU reduced debt from R$95.2 million to R$94.9 million in the last quarter through cash generation and working capital management.
3) Strategies for 2009 focus on maintaining investment in growth units, finalizing a new structure for call centers, and increasing overall profitability and margins.
Citigroup reported financial results for the second quarter of 2007. Net income increased 18% year-over-year to $6.226 billion. Revenue grew across most business segments, led by a 64% increase in Markets & Banking revenue. Income from continuing operations rose 18% to $11.238 billion for the first half of the year. However, capital ratios declined slightly due to asset growth outpacing capital increases. Overall, Citigroup achieved strong revenue growth and higher profits compared to the previous year.
HSBC reported financial results for the first half of 2008. While total operating income increased slightly, pre-tax profits decreased 28% to $10.2 billion due to a 58% rise in loan impairment charges. Net income attributable to shareholders fell 29% to $7.7 billion. However, HSBC maintained a strong capital position with tier 1 and total capital ratios of 8.8% and 11.9% respectively. The company also announced a 6% increase in its interim dividend and the completion of the sale of its regional bank network in France.
1) CIR reported consolidated net financial debt of €2.2 billion as of March 31, 2011, with consolidated net invested capital of €4.7 billion.
2) For the first quarter of 2011, CIR reported total contribution from subsidiaries of €14.8 million and a net income of €14.4 million.
3) CIR's principal subsidiaries are Sorgenia (utilities), Espresso (media), Sogefi (automotive components), and KOS (healthcare), which generated operating revenues in 2010 of €2.7 billion, €887 million, €925 million, and €325 million respectively.
The document provides an overview of CSU CARDSYSTEM S.A.'s cards markets, operational data, and financial performance. Some key points:
1) CSU's card base is growing faster than the overall market, at 18.4% growth in the last 12 months. There is an increasing trend of replacing private label cards with hybrid cards.
2) CSU issued over 6.4 million new cards in the last 12 months. Flex cards are taking a larger share of total card issues.
3) CSU's processing accounts grew 4.9% compared to the previous quarter, reaching 3.1 million accounts.
4) CSU's card processing revenues and margins
- Nordnet's profits increased significantly in the first three quarters of 2011, with operating income up 12% and profit after tax up 68%.
- Key metrics like earnings per share and number of active accounts also rose sharply compared to the same period last year.
- Nordnet maintained a strong cost control while launching new services in Norway and seeing continued strong customer inflows.
This document contains Credit Suisse's condensed consolidated financial statements for the second quarter of 2007. It includes:
1) Statements of income showing a 17% increase in net income from the prior year quarter to CHF 3.19 billion.
2) Balance sheets as of the end of the second quarter of 2007 and prior periods, showing total assets of CHF 1.42 trillion, a 1% increase from the prior year.
3) Details of shareholders' equity such as common shares, retained earnings, and treasury shares.
The document provides an interim financial report for a company from January to June 2011. It summarizes key financial figures showing operating income increased 2% and profit after tax rose 25%. It also outlines goals to achieve 100% cost coverage from non-trading commissions by end of 2011 and double revenues within 2 years. The company aims to become the leading savings bank in Nordic countries by 2018 by expanding its existing customer base in Sweden, Norway, Denmark, and Finland.
Citigroup reported financial results for the third quarter of 2007. Net income was $2.2 billion, down 60% from the third quarter of 2006. Total assets reached $2.36 trillion at the end of the quarter, up 35% year-over-year. However, key capital ratios such as Tier 1 capital and leverage declined compared to the prior year. Earnings per share from continuing operations were $0.44, down 58% from the previous year. While several business segments saw revenue declines, Global Consumer revenues remained strong, particularly in U.S. Cards.
Regions Financial reported a loss of $9.01 per share for the 4th quarter of 2008 due to a $6 billion goodwill impairment charge. Excluding this charge, earnings were $0.35 per share. Credit quality improved as non-performing assets declined by $3.1 billion from aggressive management. However, net charge-offs increased to 3.19% and the net interest margin declined. Regions remains well capitalized and has strong liquidity with customer deposits funding most assets.
Capital One Financial Corporation's 1998 Annual Report summarizes the company's strong financial performance in 1998. Capital One saw record growth across key metrics such as earnings per share, revenue, managed loans, and number of customer accounts. The company achieved net income of $275 million, a 45% increase over 1997. Capital One's success is powered by its Information-Based Strategy of using technology, data analysis, and scientific testing to customize financial products for each customer. This strategy has allowed the company to rapidly innovate and gain market share in the credit card industry.
- Hyundai Commercial, Inc. and Subsidiaries released interim consolidated financial statements for the periods ended June 30, 2012 and 2011.
- For the six month period ended June 30, 2012, the company reported total operating revenue of ₩168.1 billion and net income of ₩24.7 billion.
- The statement of financial position as of June 30, 2012 showed total assets of ₩3,824.3 billion and total liabilities of ₩3,482 billion.
Villa Alhambra Financial Statements 10-31-2011.pdfVillaAlhambra
The document is the financial statements for Villa Alhambra of Coral Gables Condominium Association Inc. for the period ending October 31, 2011. It provides a balance sheet showing the association's assets, liabilities, and fund balances as of October 31, 2011 compared to the prior month. It also provides an income statement comparing the association's actual revenues and expenses for October 2011 to the monthly budget, as well as year-to-date actuals compared to the annual budget. Notes provide additional context on FDIC insurance coverage and the intended use of the financial information.
This document provides the consolidated financial statements of Hyundai Commercial, Inc. and its subsidiaries for the years ended December 31, 2012 and 2011. It includes the consolidated statements of financial position, comprehensive income, changes in equity, and cash flows for 2012 and 2011, as well as notes to the financial statements. The report of the independent auditors expresses an unqualified opinion that the consolidated financial statements present fairly the financial position, results of operations and cash flows of Hyundai Commercial, Inc. and its subsidiaries in accordance with Korean IFRS.
The interim report summarizes Nordnet's financial performance for the first quarter of 2012. Key points include:
- Operating income decreased 9% to SEK 264.9 million while profit after tax fell 8% to SEK 72.5 million.
- The number of active customers grew to 350,700, up 9% from the previous year. Total trades were nearly 4 million.
- Net savings increased slightly to SEK 3.6 billion while total savings capital was SEK 101 billion.
- Strategic priorities are focused on having the most satisfied customers and strengthening the brand as a leading savings bank in the Nordic region.
This document contains details of a real estate purchase including:
- Property details such as unit type, lot area, floor area, and house model
- Payment terms of 20% down payment over 12 months and 80% financed
- Computation of purchase price, down payment, balance amount, and payment schedule broken into 12 monthly installment amounts
- Options for financing the balance at different interest rates and terms
- Standard notices about payment procedures and validity of the document
Allstate operates from a strong financial position with over $104 billion in assets and $17.5 billion in shareholders' equity. It provides insurance and financial services to over 14 million households in the US. Allstate has $104.8 billion in assets and generates most of its revenues from property-liability insurance premiums and contract charges from its financial business. For 2000, Allstate reported revenues of $29.1 billion and net income of $2.2 billion.
Late payments have significantly increased over the past six months for many UK businesses, according to a survey by Hilton-Baird Collection Services. Two-thirds of respondents reported an increase in the time it takes customers to pay invoices, with businesses now waiting an average of 22 days beyond agreed terms. This is placing pressure on cash flows and forcing many businesses to pay their own suppliers later. While suspending customer credit and credit checking are common strategies, nearly a quarter of businesses aren't taking additional measures to manage credit risk.
The document summarizes the key findings of Hilton-Baird Collection Services' 2014 Late Payment Survey of 361 UK businesses. The survey found that late payments continue to significantly impact businesses, with 88% affected in 2013. On average, businesses had to wait 22 days beyond agreed credit terms to be paid. Construction firms experienced the longest delays at 24 days. The majority of businesses believe proposals to fine late payers would not reduce the problem of late payments.
2011 MBA Online mobile and Social Media - The Emerging TrendsJoe Dahleen
This document discusses emerging trends in online, mobile, and social media and their implications for mortgage business leaders. It summarizes a panel discussion on these topics featuring speakers from TowerGroup, RGA, and Mount Olympus Mortgage. The panel addressed how social media is affecting business, the effect of mobile devices, and opportunities provided by evolving information technology. The document provides information on MBA social media initiatives and outlines strategies for leveraging online lending, mobile technologies, and social networks in financial services.
Cover payments refer to payments made through correspondent banks rather than directly between banks that lack a relationship. They are commonly used due to efficiency and cost considerations. Cover payments make up a large portion of payments sent via the SWIFT system using MT202 and MT103 message types. While cover payments provide benefits like reduced costs, they can complicate monitoring for sanctions compliance and money laundering due to limited transparency in messages. The industry is working on solutions like an enhanced MT202 format to increase transparency and assist monitoring.
- Discover Financial Services reported their 3Q17 financial results, with key highlights including net income of $602 million, 10% revenue growth year-over-year driven by higher net interest income, and continued loan growth across all primary lending products.
- Net interest margin was up 29 basis points year-over-year to 10.28% due to increased loan yields, and return on equity remained strong at 22%.
- Credit performance trends showed a total net charge-off rate of 2.63%, up 61 basis points from the previous year, influenced by credit normalization and loan seasoning.
The document discusses term loans, debentures/bonds, and securitization as sources of corporate debt financing in India. It provides details on the key features of term loans such as maturity periods, covenants, repayment schedules, and application procedures. It also outlines the characteristics of debentures/bonds including trust indentures, interest rates, maturity periods, security, and convertibility. Securitization is mentioned as another source of corporate debt financing.
This document discusses the business environment and 1Q06 highlights for a company. It saw 23% CAGR in card base expansion in 2006 and competition differentiation through independence. Gross revenue was up 28% YoY in 1Q06 driven by increased market share in profitable segments like CardSystem and MarketSystem. Key strategies for 2006 include expanding market share in cards and markets, implementing a Caixa project, and boosting profits in TeleSystem and Credit&Risk units.
The document is Paraná Banco's 2Q07 earnings presentation. It summarizes the bank's financial performance in 2Q07 and 1H07 compared to the prior periods. Key highlights include an increase in origination and credit portfolio growth. Net income grew 99.6% in 2Q07 compared to 2Q06. The bank continued expanding its franchise channel. Credit quality remained high, with 94% of loans rated AA-C. Deposits increased to fund loan growth. The insurer J. Malucelli Seguradora also experienced growth.
This document contains computations for the purchase of a residential unit. It lists the unit details including lot area, floor area and house model. It shows a list price of PHP3,390,000 with a 20% down payment of PHP678,000 to be paid over 12 months. The remaining 80% balance of PHP2,712,000 can be paid off over 5, 7 or 10 years at 18% interest compounded annually. Monthly amortization schedules are provided for each loan term.
A research report recommends buying shares of Visa and issues a one-year price target of $253.77, representing 19.1% upside. The recommendation is based on Visa's potential for revenue growth from reopening of travel, inflation hedging through transaction fees, and an upcoming hike in swipe fees. Visa processes payments globally and is positioned for continued growth through expansion in Asia, investments in new technologies, and acquisitions in open banking and cross-border payments.
CTG-Cap nhat ket qua KD quy 1.2023_final_EN_Final.pptxngothithungan1
The document provides details on VietinBank's business performance in 1Q2023. Key highlights include:
- Total assets reached 1,824 trillion VND, up 0.9% YTD, with loans to customers up 4.6% YTD.
- Total income was 17 trillion VND, up 21% YoY, driven by increases in net interest income and net fee income.
- Customer deposits increased 1.9% YTD to 1,272 trillion VND, with retail deposits growing strongly.
- Loans to customers increased 4.6% YTD to 1,333 trillion VND, concentrated in large corporate and FDI sectors.
- Non-performing
CTG-Cap nhat ket qua KD quy 1.2023_final_EN_31.05.2023.pptxngothithungan1
- Loan balances grew 4.6% year-to-date in 1Q2023, driven by large corporate and FDI customers. Retail loans slightly decreased.
- Total assets increased 0.9% year-to-date. Net interest income grew 24.8% and net fee income grew 52% year-over-year, contributing to a 21% rise in total operating income.
- Non-performing loans rose to 1.28% of total loans and credit risk provisions increased 51.9% year-over-year to prepare for potential future risks. Profit before tax was up 2.7% year-over-year.
1) The study analyzes the network structure of the French syndicated loan market and how lenders' positions within this network impact borrowing costs.
2) It finds that the French syndicated loan market exhibits "small world" properties where lenders are clustered yet the average path between any two lenders is small.
3) More central lenders within the network, as measured by betweenness, closeness, and degree receive lower loan spreads, indicating their experience and reputation mitigate agency costs.
The Guide, written by SEC whistleblower experts Lisa J. Banks and Michael A. Filoromo provides a comprehensive and up-to-date explanation of the law and valuable practice tips for SEC whistleblowers and their counsel, and also explains the legal protections that SEC whistleblowers have against retaliation. This ninth edition of the guide includes a breakdown of rulings by the U.S. Court of Appeals and U.S. Department of Labor's Administrative Review Board that rejected appeals efforts in the United States and retaliation protections extraterritorially, and efforts in Congress to reverse SCOTUS' Digital Realty decision. Also, the Guide covers recent whistleblower awards, including the first award to a whistleblower who reported a violation internally, prompting the company to proactively report the issue to the SEC.
- Discover Financial Services reported quarterly financial results, with net income of $669 million and diluted EPS of $1.91, up 36% year-over-year. Total loans grew 9% driven by a 10% increase in credit card loans.
- The total NCO rate was 3.11%, up 40 basis points from the prior year, due to credit normalization and loan seasoning. However, credit performance remains strong due to disciplined underwriting.
- The company returned $656 million to shareholders in the form of dividends and share repurchases during the quarter.
ReqtoCheckStat is the City’s performance management tool for the entire process of purchasing outside services—from procurement, to routing contracts, to paying invoices on time.
BNDES is Brazil's national development bank that was founded in 1952 and provides long-term financing for infrastructure, energy, export, and other projects. It has financed numerous electric power projects in Brazil totaling over $89 billion, including large hydroelectric dams. BNDES utilizes various financing structures like project finance and offers different terms for generation, transmission, distribution and other power industry segments.
The document discusses Non-Performing Assets (NPAs) in the Indian banking sector. It defines an NPA as an asset that ceases to generate income for the bank. It provides data showing that public sector banks had the highest NPA ratio in FY2010 at 2.27%, while foreign banks had the lowest at 4.26%. The criteria for classifying different types of loans as NPAs, including term loans, cash credits, project loans and more, are explained in detail. NPAs are further classified as substandard, doubtful or loss assets based on the period of delinquency. Banks are required to make provisions against NPAs as per RBI guidelines.
The document discusses the development of a credit default prediction model called Def_Catch using machine learning algorithms. Def_Catch was trained on a dataset of 100,000 examples with 11 attributes related to borrowers' credit histories and demographics. Random forest achieved the highest accuracy of 93.14% at predicting which borrowers would default in the next 2 years, outperforming logistic regression, naive bayes, decision trees, and multi-layer perceptron models. The top predictors of default included credit utilization, age, number of late payments, debt ratio, and income. Def_Catch provides insights into borrower risk that are difficult to discern from raw data alone.
The bank manager met with the MD of HICL, a six-year-old consumer company going through rapid expansion. HICL is seeking medium-term financing of $1.2 million to consolidate operations across three locations into a new single office. The bank analyzed HICL's financial ratios and statements over several years, forecasted projections, and proposed a $1.25 million loan at 10% interest over 5 years, subject to certain conditions.
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Pre-party planning is essential to ensure a successful and appropriate company Christmas party. Remind employees that the party is an extension of the office and they should act professionally. Have plans in place to deal with inappropriate behavior and limit any damage to the company's reputation from social media posts or discussions not suited for the workplace. Ensure all staff get home safely without drinking and driving.
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2. Introduction
“THE PROBLEM of late payment remains a thorn in “In addition, we delve deeper into the worst
the sides of British businesses, tying up valuable offenders, and look at how much support the
cash and restricting their ability to kick start a business minister has in his proposals to name
recovery. and shame late payers.
“As its profile continues to rise, business minister “Once again the research has produced some
Michael Fallon has threatened to name and shame interesting results for us to share, so thank you to
members of the FTSE 350 who refuse to sign up to all those who participated in the survey. Your
the Prompt Payment Code and pledge their input is greatly appreciated.”
support to paying on time.
Alex Hilton-Baird
“The news arena is littered with regular reports Managing Director
that some of the country’s largest businesses are Hilton-Baird Collection Services
instead extending their credit terms, and
imposing them on their smaller suppliers. More
often than not, this is leaving them with little
choice but to grit their teeth and accept them as
they continue to struggle to secure new orders.
“In this context, our annual Late Payment Survey
provides an opportunity to uncover the biggest
impacts of late payment on businesses of all sizes.
The research also looks at how the problem is
developing over time, and what businesses are
doing to manage this.
3. Background to research
HILTON-BAIRD Collection Services’ research was
undertaken among 317 businesses across a range
of sectors, regions and sizes in order to provide a
representative sample of the UK’s SMEs.
Conducted in January 2013, this latest study
represents our third wave of research:
- Wave 1: July 2011
- Wave 2: January 2012
- Wave 3: January 2013
The results demonstrate how late payment
continues to impact the performance of SMEs in
the current climate and the steps businesses are
taking to safeguard their cash flows from its
effects.
4. Key findings
BRITISH businesses reported a four day increase in and pay HM Revenue & Customs later (18%) as a
the time it took their customers to pay invoices direct consequence.
during the 12 months to January 2013. On
average, customers paid 21 days beyond agreed The most common excuse given by customers for
credit terms, up from 17 days beyond agreed late payment was that they were waiting for
terms in 2011. payment from their own customers, as reported
by 30%, followed by 23% saying waiting for
As a result, 38% now classify more than 10% of payment authorisation was most prevalent and
their debtor book as more than 90 days old, which 11% arguing that their terms take precedent.
led to 63% having to write off more than 1% of
their turnover as bad debt during the past 12 Respondents used an extensive range of credit
months. management strategies to protect themselves
against late payment. The suspension of work and
There was widespread support for business services (54%) and customer credit facilities (45%),
minister Michael Fallon’s proposals to name and and the use of new customer credit checks (48%)
shame late payers, with 69% backing him and only and the Small Claims Court/CCJs (31%) all
16% against the notion. increased on an annual basis, while 14% outsource
all or part of their credit control function.
Privately owned/limited companies continue to
take the longest to pay their invoices, as reported Of those that do, the facilitation of the collection
by 44% of respondents. of aged and overdue debts (60%) was
overwhelmingly the primary benefit of
As you would expect, the biggest impact of late outsourcing.
payment was that 73% had to spend more time
chasing late payers. But there were encouraging
falls in the proportion of businesses having to pay
suppliers later (48%), increase borrowing (29%)
5. Delay in payment
The delay in payment beyond agreed credit terms reached a two-year high in 2013 as businesses reduced
their average credit terms and customers took longer to pay their invoices in full.
Delay in payment Payment gap (days)
Payment (days)
80 22.16 20.68
16.92 *
Credit terms (days)
70
60
51.77 51.16
49.41
50
40
32.49 31.73
29.58
30
20
10
0
2011 2012 2013
Base (Credit terms): 1,002 (all answering question 1)
Base (Payment): 846 (all answering question 2)
Base (Payment gap): 817 (all answering questions 1 & 2) * Significantly different from the total score at 1% significance
6. Delay in payment by turnover
Businesses with a turnover of between £1m and £3m are suffering the longest delay in payment of 23
days. However the largest firms, those with a turnover in excess of £3m, are experiencing the shortest
delay.
Delay in payment Payment gap (days)
23.17 Payment (days)
80 20.68 20.24 18.24 16.14 Credit terms (days)
70
60 53.86 53.90
51.16 49.24
50 45.85
41.17 *
40 33.65
31.73 30.61
30 25.86
20
10
0
Total Under £500k £500k-£1m £1m-£3m Over £3m
Base (Credit terms): 319 (all answering question 1)
Base (Payment): 265 (all answering question 2)
Base (Payment gap): 249 (all answering questions 1 & 2) * Significantly different from the total score at 1% significance
7. Delay in payment by sector
Businesses in the engineering and maintenance sector are suffering the longest payment delays of almost
26 days. Manufacturing firms benefit from the shortest payment delay, which still stands at a sizeable 19
days beyond agreed terms.
Delay in payment Payment gap (days)
25.67 Payment (days)
80 20.68 22.21 19.88
19.28
Credit terms (days)
70
59.10
60 55.11 56.68
51.16 50.71
50
40 37.54
35.27
31.73 33.05 31.18
30
20
10
0
Total Construction Engineering & Manufacturing Wholesale
Maintenance
Base (Credit terms): 319 (all answering question 1)
Base (Payment): 265 (all answering question 2)
Base (Payment gap): 249 (all answering questions 1 & 2)
8. Delay in payment by region
Businesses based in London are experiencing the longest payment delays of almost 26 days beyond
agreed terms. Firms in the south of England are being paid the soonest, at just over 45 days, and benefit
from the shortest payment delay as a result.
Delay in payment Payment gap (days)
25.74 Payment (days)
80 20.68 21.07
18.39 16.58 Credit terms (days)
70
60 54.78
51.16 52.04
50 45.47 45.36
40
31.73 31.87
29.58 28.08 28.74
30
20
10
0
Total London Midlands North South
Base (Credit terms): 319 (all answering question 1)
Base (Payment): 265 (all answering question 2)
Base (Payment gap): 249 (all answering questions 1 & 2)
9. Impact on the business
There was a significant annual fall in the proportion having to pay HM Revenue & Customs later as a
consequence of late payment. There was also a significant rise in the proportion able to report that late
payment had no effect on their business in the last 12 months.
2011 2012 2013
Biggest impact of late payment on the business (%) (246) (110) (244)
Difference
Spend more time chasing invoices 84 76 73
Pay your suppliers later 63 59 48
Increase borrowing (including credit cards) 39 38 29
Pay HM Revenue & Customs later 34 36 18*
Employ more credit control staff 6 6 8
Turn away new business * 11 12 7
Make redundancies - - 6
Employ an external provider of credit control services 7 8 5
Reduce staff working hours / shifts - - 5
No effect on the business 4 5 16*
Our customers always pay on time - - 2
Base: 600 (all) * Significantly different from the total score at 1% significance
10. Age of debtor book
Almost two in five businesses classify over 10% of their debtor book as more than 90 days old, up from
32% just 12 months ago. Less than 20% classify none of their debtor book as more than 90 days old.
Percentage of debtor book over 90 days old (%) None
1-10%
11-20%
2011 (368) 15 42 23 18 1 Over 20%
Don't know
2012 (179) 19 47 19 13 2
2013 (240) 19 43 22 16 0
0 10 20 30 40 50 60 70 80 90 100
Base: 787 (all)
11. Uncollectable turnover
Only 34% didn’t write off any of their turnover as uncollectable in the past 12 months. Exactly half wrote
off between 1% and 5%, with 5% writing off more than 10% as uncollectable.
Proportion of turnover written off as uncollectable in last 12 months (%)
60
50
50
40
34
30
20
10 8
2 2 3
1
0
None 1-5% 6-10% 11-15% 16-20% Over 20% Don't know
Base: 238 (all)
12. Worst offenders
Privately owned / limited companies continue to take the longest to pay their invoices, and got worse at
doing so over the past 12 months. Corporates / listed companies improved their payment performance
during the same period, according to respondents.
Types of customers which take the longest to pay invoices (%) 2011
2012
60
2013
50
43 44
41
40
30
23 23
19 *
20
13 14 13
9 8
10 7 7 7 6
5 5 4 5
2 1
0
Privately owned / Corporates / Sole traders / Government / Individual private Professional Other
Limited Listed Partnerships State owned clients firms
companies companies
Base: 770 (all)
13. Most common excuses
Waiting for payment from customers remains the most common reason for late payment, while there were
increases in the proportion being told that their customers’ terms take precedent and that their
customers are waiting for payment authorisation.
2011 2012 2013
Single most common reason for late payment (%) (360) (173) (229)
Difference
Waiting for payment from their own customers 33 34 30
Waiting for payment authorisation 29* 20 23
Their terms take precedent 2* 10 11
Can’t afford to pay 7 13* 7
Copy invoice required 11 8 6
Forgot to pay * 4 2 6
Sales didn’t notify accounts department of the invoice 3 2 4
Cheque in the post 2 3 3
Invoice disputed 4 4 2
Other 3 2 6
Our customers always pay on time 1 2 2
Base: 762 (all) * Significantly different from the total score at 1% significance
14. Naming and shaming
More than two-thirds of respondents believe that late payers should be named and shamed by the
Government. Only 16% didn’t think they should be, with 15% undecided on the matter.
Proportion that think late payers should be named and shamed (%)
100
90
80
69
70
60
50
40
30
20 16 15
10
0
Yes No Don't know
Base: 229 (all)
15. Credit circles
Only 11% of businesses benefit from and share important credit information with other businesses
through a credit circle.
Proportion that belong to a credit circle (%)
100
90
82
80
70
60
50
40
30
20
11
10 7
0
Yes No Don't know
Base: 229 (all)
16. Credit management strategies
2011 2012 2013
Key credit management strategies currently employed (%) (341) (163) (221)
Difference
Constant reminding (phone / email) 3* 69 68
Suspending work / services 1* 47 54
New customer credit checks 50 47 48
Writing to debtors, including solicitor involvement 1* 45 47
Suspending customer credit facilities 53 39 45
Small Claims Court / County Court Judgments 41* 29 31
Visiting debtors in person 32 26 30
Regular existing customer credit checks 30 30 29
Interest on late payment / Fixed late payment charges 27 21 25
Written credit policy 23 21 16
Factoring * 13 10 16
Inclusion of debt collection costs in T&Cs - - 15
Early settlement discounts - - 11
Credit protection insurance 6 15 9
Goods repossession 10 7 8
Inclusion of Personal Guarantees in T&Cs - - 5
Outsourcing 0* 5 4
Base: 725 (all)
17. Credit control function
There has been no annual change in the proportion of businesses conducting their credit control function
internally. There has also been a significant annual decrease in the proportion of businesses outsourcing
their entire credit control function.
Over the last 12 months, credit control has been carried out... (%) Internally
Externally
Both internally and externally
2011 (358) 82 1 16
2012 (173) 86 5* 9
2013 (227) 86 1 13
0 10 20 30 40 50 60 70 80 90 100
Base: 758 (all) * Significantly different from the total score at 1% significance
18. Outsourcing benefits
The majority of respondents view the primary benefit of outsourcing all or part of their credit control
function to be that it facilitates the collection of aged or overdue debt. Only one in four outsource this
function due to its benefits of reducing Days Sales Outstanding.
Benefits of outsourcing the business’s credit control function (%) 2011
*
70 2012
60 2013
60 54 *
50
43
38
40
29 30 29 30 29
30 27
24 25
*
20
10
0
Facilitate collection of Reduce in-house Separate collections Reduce Days Sales
aged or overdue debt overheads from sales in customers' Outstanding
eyes
Base: 100 (all answering ‘Externally’ or ‘Both internally and externally’ to Q11)
19. Future credit management strategies
2011 2012 2013
Credit management strategies to be considered (%) (333) (162) (221)
Difference
Interest on late payment / Fixed late payment charges 33 25 27
Suspending customer credit facilities 15 16 19
Small Claims Court / County Court Judgments 14 17 17
Writing to debtors, including solicitor involvement 0* 13 17
Inclusion of debt collection costs in T&Cs - - 16
Suspending work / services 1* 12 14
Regular existing customer credit checks 14 9 14
New customer credit checks 8 9 14
Written credit policy 10 7 14
Early settlement discounts - - 13
Visiting debtors in person * 15 15 11
Constant reminding (phone / email) 1* 10 10
Credit protection insurance 7 7 8
Inclusion of Personal Guarantees in T&Cs - - 8
Goods repossession 8 5 6
Outsourcing 0 10* 4
Factoring 4 9* 3
Base: 716 (all) * Significantly different from the total score at 1% significance
20. Late payment interest
Almost two-thirds of businesses who don’t currently use or consider using late payment interest as a
credit management strategy choose not to because they believe their customers would simply ignore it.
Over half are also concerned about the risk of losing customers.
Reasons for not charging interest on late payments (%)
80
70
63
60
51
50
40
30
20
10 7
3 2
0
Customers would Potential risk of Effort and time Don't understand Don't know
ignore it losing customers required to update how to apply it
T&Cs
Base: 104 (all not currently using or considering using interest on late payments in the next 12 months )
21. About Hilton-Baird
AS part of the Hilton-Baird Group, Hilton-Baird Memberships and affiliations to the Credit
Collection Services is the UK’s leading commercial Services Association and R3 (the Association of
debt collection agency that serves the UK’s banks, Business Recovery Professionals) ensures that we
independent lenders and SME and corporate maintain the highest standards throughout the
markets. collections process and endeavour to provide a
friendly and enterprising service at all times.
Established in 2001, we pride ourselves on
providing an efficient, professional and To find out more about Hilton-Baird Collection
trustworthy resource that is ultimately successful. Services, visit www.hiltonbaird.co.uk/cs.
Our services to the SME and corporate Alternatively, please call 02380 707392 or email
marketplace range from one-off debt recovery to collections@hiltonbaird.co.uk to speak to our
ongoing credit control support that’s tailored to team today.
each businesses’ individual requirements, working
closely with both clients and their customers in
order to bring the right conclusion to often
difficult circumstances.
With an experienced, highly skilled and
multilingual team, we can assist with our clients’
debt collection requirements no matter which
country their debtors lie, working round the clock
to ensure we can best surpass all expectations in
all of our debt recovery activity.