LPD provides programs for customizing, improving sales of actual loan portfolio and also, work out the innovative process in creating and launching loan products in the FDI’s markets.
The credit risk management team consists of Sanika Dixit, Shweta Vaidya, Sneha Salian, and Snehal Datta. Their goal is to assess and mitigate credit portfolio risks to reduce financial losses from borrower default. The BI solution enables accurate risk assessment, loss reduction, and faster reporting by analyzing key performance indicators like profit, customer growth, and credit risk at the region, product, and branch level.
The system of organized lending can never run out of risks. Be market, liquidity, credit, interest or operational, risk is inevitable for banks and other financial firms.
Hence, a primary importance is given to risk profiling in all financial institutions.
One of the omnipresent risks that have taken a toll on banks regularly is credit risk. In simplest terms, this risk can be defined as non repayment of a loan as per agreed conditions, to the lender, thus ruining the lender’s investment.
The non repayment can be intentional (willful default), due to failure of an industry (systemic risk), failure of cross currency settlement (settlement risk) etc.
In this article, we are going to explore credit risk. We will discuss its basic meaning, types, causes, effects and how banks all over the world have made attempts to monitor, mitigate, transfer and at times, accept the risk.
This document provides an overview of credit risk management practices from a banker's perspective. It discusses the key types of banking risks including credit, market, and operational risk. It describes credit risk measurement techniques such as credit scoring models and models based on stock prices. It also outlines the importance of internal credit risk rating processes and how rating systems can be used for risk-based pricing, portfolio management, and capital allocation. Finally, it discusses lessons learned from bank failures during the financial crisis, including the need for effective liquidity and balance sheet management and stress testing.
This presentation provides complete study ofcredit risk management,how it was performed in yester years ,how it is taken care nowadays and what is the road ahead in future
Operational Risk Management Under Basel II & Basel IIIEneni Oduwole
This presentation discusses operational risk under Basel II and III. It provides an overview of the evolution of Basel guidelines and the focus of the Basel II framework on providing capital standards for banks to mitigate financial and operational risks. It defines operational risk and discusses the approaches to estimating capital - basic indicator, standardized, and advanced measurement. The presentation notes some pitfalls of Basel II and the focus of Basel III on increased capital requirements and liquidity standards. It addresses ongoing challenges in operational risk management and potential improvements.
The presentation discusses different ways that the financial sector can contribute to economic growth. It further discusses other dependencies to economic development.
This document provides an overview of investment banking. It begins with a disclaimer noting that the information is intended as a general reference but cannot be relied upon. It then defines investment banking as assisting companies and governments in raising capital through securities issuance and mergers and acquisitions. The document outlines the product areas, front and back office functions, top investment banks, career opportunities and roles, required skills, and typical salaries in investment banking.
The credit risk management team consists of Sanika Dixit, Shweta Vaidya, Sneha Salian, and Snehal Datta. Their goal is to assess and mitigate credit portfolio risks to reduce financial losses from borrower default. The BI solution enables accurate risk assessment, loss reduction, and faster reporting by analyzing key performance indicators like profit, customer growth, and credit risk at the region, product, and branch level.
The system of organized lending can never run out of risks. Be market, liquidity, credit, interest or operational, risk is inevitable for banks and other financial firms.
Hence, a primary importance is given to risk profiling in all financial institutions.
One of the omnipresent risks that have taken a toll on banks regularly is credit risk. In simplest terms, this risk can be defined as non repayment of a loan as per agreed conditions, to the lender, thus ruining the lender’s investment.
The non repayment can be intentional (willful default), due to failure of an industry (systemic risk), failure of cross currency settlement (settlement risk) etc.
In this article, we are going to explore credit risk. We will discuss its basic meaning, types, causes, effects and how banks all over the world have made attempts to monitor, mitigate, transfer and at times, accept the risk.
This document provides an overview of credit risk management practices from a banker's perspective. It discusses the key types of banking risks including credit, market, and operational risk. It describes credit risk measurement techniques such as credit scoring models and models based on stock prices. It also outlines the importance of internal credit risk rating processes and how rating systems can be used for risk-based pricing, portfolio management, and capital allocation. Finally, it discusses lessons learned from bank failures during the financial crisis, including the need for effective liquidity and balance sheet management and stress testing.
This presentation provides complete study ofcredit risk management,how it was performed in yester years ,how it is taken care nowadays and what is the road ahead in future
Operational Risk Management Under Basel II & Basel IIIEneni Oduwole
This presentation discusses operational risk under Basel II and III. It provides an overview of the evolution of Basel guidelines and the focus of the Basel II framework on providing capital standards for banks to mitigate financial and operational risks. It defines operational risk and discusses the approaches to estimating capital - basic indicator, standardized, and advanced measurement. The presentation notes some pitfalls of Basel II and the focus of Basel III on increased capital requirements and liquidity standards. It addresses ongoing challenges in operational risk management and potential improvements.
The presentation discusses different ways that the financial sector can contribute to economic growth. It further discusses other dependencies to economic development.
This document provides an overview of investment banking. It begins with a disclaimer noting that the information is intended as a general reference but cannot be relied upon. It then defines investment banking as assisting companies and governments in raising capital through securities issuance and mergers and acquisitions. The document outlines the product areas, front and back office functions, top investment banks, career opportunities and roles, required skills, and typical salaries in investment banking.
This document discusses various aspects of credit risk management. It defines different types of credit like trade credit, export credit, and consumer credit. It describes the roles and responsibilities of a credit manager in evaluating risk, monitoring performance, and collecting payments. It also provides details on credit evaluation processes, credit policies, credit limits, and methods to control and mitigate credit risk.
The document provides information on credit risk measurement and mitigation for banks. It defines credit risk as the potential failure of bank borrowers to meet their obligations. It discusses measuring credit risk through probability of default, loss given default, and exposure at default. It also covers credit ratings, rating agencies, and the factors banks examine when providing loans such as borrower details, loan details, and existing product usage.
The document provides an overview of microfinance concepts, principles, characteristics, and best practices. It discusses that microfinance aims to provide financial access to low-income groups through loans, savings, and other services. Key principles include understanding the market, streamlined operations, repayment incentives, and sustainable interest rates. Characteristics are collateral-free and small loans with flexible terms. Best practices are effective management systems, financial sustainability, and involving clients.
Credit risk refers to the risk of a borrower defaulting on a loan by failing to repay the principal and interest. Credit risk depends on both external economic factors like the state of the economy, commodity prices, and exchange rates, as well as company-specific factors like management expertise and policies. Banks can mitigate credit risk by requiring collateral on loans or transferring the risk to another party. Common types of collateral include real estate, other assets, and securities. Methods of transferring risk include credit derivatives and selling portions of loans.
The Reserve Bank of India (RBI) recognizes the importance of risk management in the banking sector. In 1999, RBI issued guidelines for banks regarding asset liability management and managing credit, market, and operational risks. The major risks banks face are liquidity risk, interest rate risk, market risk, credit or default risk, and operational risk. RBI evaluates banks' financial soundness using the CAMELS framework, which assesses capital adequacy, asset quality, management, earnings, liquidity, and sensitivity to market risk. RBI's guidelines require banks to establish comprehensive risk rating systems, develop value at risk methodologies, and integrate asset liability management and credit policy activities to better manage risks.
This paper was presented at the SAFA Workshop on Impact of Basel II, held on September 8, 2014 in Dhaka, Bangladesh. By Sayyid Mansoob Hasan, FCMA - Chairman SAFA Task Force to develop a strategy to combat corruption in SAARC Region.
SAFA: South Asian Federation of Accountants
This document discusses asset liability management (ALM) in banks. It begins with definitions of ALM and describes the objectives of ALM as including efficient capital allocation, product pricing, and profitability and risk management. It outlines the components of an ALM framework including strategic, organizational, operational, and other elements. It also describes the ALM process in banks including data collection, analysis, decision making, and monitoring. Key aspects covered include the ALM committee, models used like gap analysis and duration analysis, the role of ALM under Basel standards, and ALM software options.
Banking and management of financial institutionsOnline
The document discusses various aspects of commercial bank financial management, including analyzing a bank's balance sheet with assets like loans and reserves on the left and liabilities like deposits on the right, how banks engage in asset transformation by borrowing short-term via deposits and lending long-term, and the goals of liquidity, asset, liability, and capital management to maximize profits while minimizing risks.
This document discusses financial risk management approaches and criticisms of modern portfolio theory. It notes that qualitative risk management is important given human cognitive biases and irrational market behavior. The document critiques assumptions of MPT like rationality and normal returns. Modern risk measures like Value at Risk are flawed as risks are fat-tailed rather than normal. Scenario analysis and non-parametric estimates are recommended to better account for tail risks and model limitations.
Operational risk can arise from inadequate or failed internal processes, people and systems or from external events. It can be measured using a top-down approach such as the Basic Indicator Approach which calculates capital as 15% of average gross income, or the Standardized Approach which divides activities into business lines each with a factor. A bottom-up approach uses internal loss data but has challenges around position equivalence, completeness, and context dependence. Key risk indicators can also be used to signal potential operational losses.
Overdraft facility for Salaried Professionals StephanRachel
Features, Benefits of overdraft facility, interest rates, documents required and everything one needs to know about the Overdraft facility. Also a quick comparison between Personal loans and Overdraft Facility
This presentation broadly covers Mumbai University MMS Semester IV - Elective - Treasury Management.
It starts with History; factors leading to modern treasury management; main objectives; Integrated treasury; departments of treasury - Front, Middle and Back office.
www.abhijeetdeshmukh.com
The document provides an overview of risk management in the Indian banking sector. It discusses various types of risks banks face, including credit, market, liquidity, operational, and solvency risks. It describes the risk management process and approaches to capital allocation for operational risk under the Basel accords. The document aims to educate readers on identifying and mitigating risks to enhance efficiency and governance in Indian banks.
Ch 01 Multinational Financial Management - An Over view.pptshomudrokotha
This chapter introduces international financial management and multinational corporations (MNCs). It discusses that the goal of an MNC is typically to maximize shareholder wealth. It also describes some common constraints that can interfere with this goal, such as environmental, regulatory, and ethical constraints. Additionally, it explains several theories for why firms engage in international business, such as comparative advantage, imperfect markets, and product cycle theory. Finally, it provides an overview of various methods that MNCs can use to conduct international business operations, including trade, licensing, joint ventures, acquisitions, and foreign subsidiaries.
This document discusses various risks faced by banks such as credit risk, liquidity risk, market risk, and operational risk. It summarizes Basel I, Basel II, and Basel III capital adequacy frameworks which establish minimum capital requirements for banks. It outlines the key components of Tier 1 and Tier 2 capital and how risk weighted assets are calculated to determine the capital adequacy ratio. The Reserve Bank of India requires banks to maintain a minimum capital to risk-weighted assets ratio of 9% under Basel II norms.
The document discusses credit risk management and outlines steps for managing a credit portfolio to minimize risk and optimize returns. It emphasizes formulating flexible credit policies, conducting target market planning and risk assessments, performing periodic reviews, and establishing a system to balance risk and revenue through various risk management objectives and capital adequacy requirements.
Asset liability management (ALM) aims to match assets and liabilities to control sensitivity to interest rate changes and limit losses. Key concepts discussed include liquidity risk, interest rate risk, gap analysis, duration gap analysis, and the role of the ALCO in managing risks. Liquidity and interest rate risks can arise from mismatches between asset and liability cash flows and interest rate sensitivities. ALM techniques assess risks and seek to balance risks from both sides of the balance sheet.
Core banking solution (CBS) is a centralized banking system that allows integrated access to account information and facilitates fund transfer between branches. It consists of application servers, database servers, ATM servers, internet banking servers, and other components connected over a secure network. CBS provides advantages like centralized operations, improved services, and security, but also risks from technology failures or data breaches. It marks a shift from branch-based banking to banks serving customers as a unified whole.
In this article how risk management in banks is an important concept, what type of risks banks faces and how they curb it through risk management model is described
Product development refers to an activity of creating new products or enhancing exitsing products or services. Developing new products in an Islamic bank might be tougher depending on the compliance to not only the regulatory bodies but also the principles in islamic banking.
This document discusses various aspects of credit risk management. It defines different types of credit like trade credit, export credit, and consumer credit. It describes the roles and responsibilities of a credit manager in evaluating risk, monitoring performance, and collecting payments. It also provides details on credit evaluation processes, credit policies, credit limits, and methods to control and mitigate credit risk.
The document provides information on credit risk measurement and mitigation for banks. It defines credit risk as the potential failure of bank borrowers to meet their obligations. It discusses measuring credit risk through probability of default, loss given default, and exposure at default. It also covers credit ratings, rating agencies, and the factors banks examine when providing loans such as borrower details, loan details, and existing product usage.
The document provides an overview of microfinance concepts, principles, characteristics, and best practices. It discusses that microfinance aims to provide financial access to low-income groups through loans, savings, and other services. Key principles include understanding the market, streamlined operations, repayment incentives, and sustainable interest rates. Characteristics are collateral-free and small loans with flexible terms. Best practices are effective management systems, financial sustainability, and involving clients.
Credit risk refers to the risk of a borrower defaulting on a loan by failing to repay the principal and interest. Credit risk depends on both external economic factors like the state of the economy, commodity prices, and exchange rates, as well as company-specific factors like management expertise and policies. Banks can mitigate credit risk by requiring collateral on loans or transferring the risk to another party. Common types of collateral include real estate, other assets, and securities. Methods of transferring risk include credit derivatives and selling portions of loans.
The Reserve Bank of India (RBI) recognizes the importance of risk management in the banking sector. In 1999, RBI issued guidelines for banks regarding asset liability management and managing credit, market, and operational risks. The major risks banks face are liquidity risk, interest rate risk, market risk, credit or default risk, and operational risk. RBI evaluates banks' financial soundness using the CAMELS framework, which assesses capital adequacy, asset quality, management, earnings, liquidity, and sensitivity to market risk. RBI's guidelines require banks to establish comprehensive risk rating systems, develop value at risk methodologies, and integrate asset liability management and credit policy activities to better manage risks.
This paper was presented at the SAFA Workshop on Impact of Basel II, held on September 8, 2014 in Dhaka, Bangladesh. By Sayyid Mansoob Hasan, FCMA - Chairman SAFA Task Force to develop a strategy to combat corruption in SAARC Region.
SAFA: South Asian Federation of Accountants
This document discusses asset liability management (ALM) in banks. It begins with definitions of ALM and describes the objectives of ALM as including efficient capital allocation, product pricing, and profitability and risk management. It outlines the components of an ALM framework including strategic, organizational, operational, and other elements. It also describes the ALM process in banks including data collection, analysis, decision making, and monitoring. Key aspects covered include the ALM committee, models used like gap analysis and duration analysis, the role of ALM under Basel standards, and ALM software options.
Banking and management of financial institutionsOnline
The document discusses various aspects of commercial bank financial management, including analyzing a bank's balance sheet with assets like loans and reserves on the left and liabilities like deposits on the right, how banks engage in asset transformation by borrowing short-term via deposits and lending long-term, and the goals of liquidity, asset, liability, and capital management to maximize profits while minimizing risks.
This document discusses financial risk management approaches and criticisms of modern portfolio theory. It notes that qualitative risk management is important given human cognitive biases and irrational market behavior. The document critiques assumptions of MPT like rationality and normal returns. Modern risk measures like Value at Risk are flawed as risks are fat-tailed rather than normal. Scenario analysis and non-parametric estimates are recommended to better account for tail risks and model limitations.
Operational risk can arise from inadequate or failed internal processes, people and systems or from external events. It can be measured using a top-down approach such as the Basic Indicator Approach which calculates capital as 15% of average gross income, or the Standardized Approach which divides activities into business lines each with a factor. A bottom-up approach uses internal loss data but has challenges around position equivalence, completeness, and context dependence. Key risk indicators can also be used to signal potential operational losses.
Overdraft facility for Salaried Professionals StephanRachel
Features, Benefits of overdraft facility, interest rates, documents required and everything one needs to know about the Overdraft facility. Also a quick comparison between Personal loans and Overdraft Facility
This presentation broadly covers Mumbai University MMS Semester IV - Elective - Treasury Management.
It starts with History; factors leading to modern treasury management; main objectives; Integrated treasury; departments of treasury - Front, Middle and Back office.
www.abhijeetdeshmukh.com
The document provides an overview of risk management in the Indian banking sector. It discusses various types of risks banks face, including credit, market, liquidity, operational, and solvency risks. It describes the risk management process and approaches to capital allocation for operational risk under the Basel accords. The document aims to educate readers on identifying and mitigating risks to enhance efficiency and governance in Indian banks.
Ch 01 Multinational Financial Management - An Over view.pptshomudrokotha
This chapter introduces international financial management and multinational corporations (MNCs). It discusses that the goal of an MNC is typically to maximize shareholder wealth. It also describes some common constraints that can interfere with this goal, such as environmental, regulatory, and ethical constraints. Additionally, it explains several theories for why firms engage in international business, such as comparative advantage, imperfect markets, and product cycle theory. Finally, it provides an overview of various methods that MNCs can use to conduct international business operations, including trade, licensing, joint ventures, acquisitions, and foreign subsidiaries.
This document discusses various risks faced by banks such as credit risk, liquidity risk, market risk, and operational risk. It summarizes Basel I, Basel II, and Basel III capital adequacy frameworks which establish minimum capital requirements for banks. It outlines the key components of Tier 1 and Tier 2 capital and how risk weighted assets are calculated to determine the capital adequacy ratio. The Reserve Bank of India requires banks to maintain a minimum capital to risk-weighted assets ratio of 9% under Basel II norms.
The document discusses credit risk management and outlines steps for managing a credit portfolio to minimize risk and optimize returns. It emphasizes formulating flexible credit policies, conducting target market planning and risk assessments, performing periodic reviews, and establishing a system to balance risk and revenue through various risk management objectives and capital adequacy requirements.
Asset liability management (ALM) aims to match assets and liabilities to control sensitivity to interest rate changes and limit losses. Key concepts discussed include liquidity risk, interest rate risk, gap analysis, duration gap analysis, and the role of the ALCO in managing risks. Liquidity and interest rate risks can arise from mismatches between asset and liability cash flows and interest rate sensitivities. ALM techniques assess risks and seek to balance risks from both sides of the balance sheet.
Core banking solution (CBS) is a centralized banking system that allows integrated access to account information and facilitates fund transfer between branches. It consists of application servers, database servers, ATM servers, internet banking servers, and other components connected over a secure network. CBS provides advantages like centralized operations, improved services, and security, but also risks from technology failures or data breaches. It marks a shift from branch-based banking to banks serving customers as a unified whole.
In this article how risk management in banks is an important concept, what type of risks banks faces and how they curb it through risk management model is described
Product development refers to an activity of creating new products or enhancing exitsing products or services. Developing new products in an Islamic bank might be tougher depending on the compliance to not only the regulatory bodies but also the principles in islamic banking.
UC STRATEGY has covered a wide spectrum of financial services like broking firms, investment services, financial consulting, and numerous private banks.
As per PTU B.Com Entrepreneurship Development Syllabus , Unit No. 2: Identification of Business Opportunities and tests of feasibility Project Management Feasibility and Viability analysis – Technical -Financial – Network – Appraisal and Evaluation – Project Report Preparation, Mobilizing resources for start-up. Basic start-up problems.
The document discusses various aspects of identifying business opportunities and conducting feasibility analysis for a potential project. It covers technical, financial, network feasibility analysis as well as project appraisal and evaluation. The last section discusses preparing a project report which would include an executive summary, business details, funding requirements, marketing, operational and financial plans, risks, exit strategy, and appendix.
The document discusses the process of conducting a feasibility study for a forest-based enterprise. It describes feasibility studies as analyzing the viability of an idea by identifying problems, objectives, and costs/benefits of alternatives. The feasibility study is done before creating a business plan. It also discusses analyzing the sensitivity, risks, market, technical, and economic feasibility of potential enterprises. Key steps in identifying and prioritizing enterprises include selecting entrepreneurs, field visits, exploring partners, and providing training, funding, and market linkages. Criteria for prioritization include market factors, costs, business strategies, technology, vendor capabilities, and software attributes.
The document discusses human resource development in financial development institutions. It defines HRD as providing programs to orient, train, and develop employees to improve skills, knowledge, abilities and competencies for individual and organizational growth. It notes two models of Latin American financial development institutions and that HRD is a key factor in their performance. The roles and responsibilities of the board of directors, HRD management, and staff training are then overviewed. The board establishes corporate values, policies, strategies and compliance. HRD management develops the labor system, identifies key personnel needs for different offices, and staff training objectives, strategies and budgeting.
UC STRATEGY has covered a wide spectrum of financial services like broking firms, investment services, banking & financial consulting, evergreen national banks, numerous private banks, mutual funds, car and home loans, equity market and other banking services. UC STRATEGY experience in the banking financial services spans across Growth Strategy, Business Plans and Feasibility Studies.
XLRI Executive Certificate in Private Banking and Wealth Managementxlrivil
e-Brochure for executive certificate in Private Banking and Wealth Management, jointly conducted by XLRI and ICICIDirect. It is a one year part-time program for working professionals. Classes will be held online on Sundays and can be attended on any desktop/laptop.
The program offers a comprehensive coverage of all aspects of
financial markets and instruments as well as a landscape of
private banking and wealth management, including regulatory
aspects. After completing this program, qualified
professionals will be able to serve in the ever-burgeoning
financial services industry.
1) Marketing involves understanding customer needs and wants, creating value for customers, and operating more effectively than competitors to increase business value.
2) The marketing management process involves identifying opportunities, segmenting and targeting markets, understanding customers, developing marketing mixes, and managing marketing efforts.
3) As business philosophy has evolved, the role of marketing has shifted from a product orientation to a customer and market orientation where customer satisfaction is the core focus.
This document provides an overview of Van Leer Technology Ventures Jerusalem (VLTVJ), which implements high standards of business excellence and ethics to be a leading early stage investment center. VLTVJ's vision is to nurture ventures into successful companies that strengthen Israel's economy and position Jerusalem as a technology city. The organization focuses on investments in technology, industrial applications, advanced materials, biotechnology, and cleantech. It provides portfolio companies with mentoring, training, meeting spaces, and access to its network to help the companies grow and secure future funding.
Social Media Analytics in Multicultural EnvironmentsTomas Sawada
This document discusses using social media analytics to gain business insights from customer feedback across different regions in Latin America and the Caribbean. It outlines a process for building a social media analytics project that includes defining information needs, researching language and cultural differences, creating an ontology to organize topics and subjects, setting up tools and reports, and implementing an analysis process with human verification. Examples are given of how insights from rapid trend detection and analysis allowed timely responses to issues in different countries. The benefits achieved included cost reductions, optimized marketing, and improved brand perception.
Nicholas Peter has over 15 years of experience in financial services including portfolio management, credit analysis, product development, and risk management. He currently works as the Segment Head for MSME Propositions at Diamond Bank, where he is responsible for developing strategies to sell education products and sustain customer interest. Previously he held roles in retail monitoring, product management, and operations. Nicholas Peter has an MSc in International Marketing Management and Strategy and an MBA in Marketing.
This document provides information on various topics related to global business management and exporting, including:
- Free export counseling services available from various US government organizations.
- Indicators of export readiness and assessments to evaluate a company's export potential.
- Key conditions for entering global markets and elements of an export business plan.
- Factors to consider when localizing products for international markets.
This document provides an overview of business principles including marketing, sales, financial management, and innovation. It discusses key topics such as defining business markets, organizational goals and factors that influence innovation, different business structures, marketing mix and techniques, importance of financial planning and budgets, and principles of market research. The objectives are to help understand customer interactions, external influences on business, legal obligations, and what drives new product development and marketing strategies. Various models of innovation and factors affecting organizational goals are presented.
Mohammad Wahid Abdullah Khan has over 28 years of experience working in various finance and accounting roles in Bangladesh. His work history includes positions as Chief Cost Accountant, General Manager of Accounts and Audit, Manager of Accounts and Finance, Assistant Manager of Finance and Budget, and Auditor. He has obtained over 300 certifications in areas such as financial management, business, digital literacy, and IT skills.
Bladex is a trade finance bank focused on Latin America that has operated since 1979. It has a unique shareholding structure of 23 Latin American governments. The presentation discusses Bladex's business model, which focuses on trade finance throughout the trade value chain in Latin America. It also covers Bladex's financial performance, liquidity management, portfolio management, and growth opportunities. Bladex aims to provide financial solutions and support regional economic integration in Latin America.
How to Write a Winning Business plan 2019John J. H. Oh
This document provides guidance on how to write an effective business plan in 3 sentences or less:
The document outlines the key elements that should be included in a business plan such as an executive summary, company description, products/services, market analysis, management team, and financial projections. It provides tips on how to effectively write each section including keeping descriptions concise and focusing on the problem the business solves and its competitive advantages. Sample outlines are also provided to illustrate how the various sections should be structured in the business plan.
Sessione 6_ Business process Management pt.1The Qube
This document discusses business process management for enterprises. It begins by outlining the ends (vision and goals) and means (mission and strategy) that an enterprise uses to achieve its objectives. It then defines key concepts like mission, strategy, goals, and how they relate to one another. The document also discusses how to develop a process architecture by decomposing processes into a hierarchy. Finally, it provides an example process architecture from a reference framework.
Microfinance Institutions: The Peruvian Model of Financial Inclusion for Lati...Aurelio Reynaldo Susano
The experience with microfinance in the Peruvian institutions is of great international success by development market and internal performance, as well as its regulatory framework in the last ten years.
Este documento describe la estrategia de recuperación de cartera de créditos de las instituciones financieras desde la perspectiva de la relación entre acreedor y deudor. Explica que la recuperación depende de factores internos de la institución y externos relacionados al deudor y su entorno. Señala que es importante conocer el ambiente interno y externo para dirigir la labor de cobranza de manera precisa, considerando las oportunidades y desafíos que presenta cada contexto. Finalmente, sugiere desarrollar
Este documento discute la abundancia de información en la era digital y cómo esto afecta el análisis de empresas. Explica que aunque hay más datos disponibles, procesar y sacar provecho de la información es un desafío. Propone estudiar empresas mediante la construcción de perfiles empresariales y de negocios para organizar la información disponible y facilitar su análisis. El objetivo final es comprender mejor el comportamiento de las empresas en el mercado actual saturado de datos.
Entre las diversas explicaciones que se han dado por que la recuperación y reactivación económica y financiera a nivel mundial de la post crisis del 2008 se presenta muy lenta y débil, se ha señalado como factor critico y esencial en las empresas nacionales y multinacionales de los países desarrollados y emergentes la carencia de gerentes. En este trabajo se plantea una solución viable inmediata y en manos de las empresas, particularmente, latinoamericanas
Tecnologias en la Financiacion de las Micro y Pequeñas Empresas de America La...Aurelio Reynaldo Susano
La accesibilidad a los servicios financieros de la Micro y Pequeña Empresa Latinoamericana (MyPE's) es enfocado mediante un análisis de oferta; contrario al convencional análisis de demanda. En este enfoque se tratan también otros problemas como la lentitud en el servicio y las rigideces en el desplazamiento. Aquí se pone atención en la oferta por medio de las tecnologías de financiación e innovación que las instituciones de microfinanzas (IMF’s) están llevando a cabo. Los pasos iniciales se han dado y se espera continúen por este camino para arribar a la satisfacción del cliente, por un lado, y un mejor manejo del negocio con los riesgos - rentabilidad.
Cajas Rurales de Ahorro y Créditos en el Perú:Crecimiento Desordenado y Crisi...Aurelio Reynaldo Susano
Este documento analiza el crecimiento de las Cajas Rurales de Ahorro y Crédito (CRAC's) en el Perú entre 1994 y 2002, periodo en el que se sentaron las bases para el desarrollo de estas instituciones para el financiamiento rural. Durante este tiempo, las CRAC's experimentaron un crecimiento desordenado y crisis debido a cambios en el entorno regulatorio y de mercado. Sin embargo, el documento identifica potenciales oportunidades de mercado para que las CRAC's logren la sostenibilidad a largo plazo enfocánd
1. La gerencia financiera requiere de escenarios para tomar decisiones ante la incertidumbre del entorno y los mercados financieros. Los escenarios se construyen a partir de la información pasada y modelos de proyección para anticipar posibles cursos de acción futuros.
2. Los escenarios están vinculados al modelo de negocio de la empresa y afectan la gestión de directores, gerentes y finanzas. Representan las posibles condiciones de los mercados financieros que pueden generar facilidades u obstáculos.
3. D
Las empresas son una parte importante de la sociedad en la civilización moderna; de allí que su desarrollo empresarial debe obedecer a criterios científicos y tecnológicos definidos. Por esta razón la sociedad por medio de sus escuelas de negocios ha llevado a efecto la carrera profesional de la ingeniería de negocios. Esta mediante el diseño del negocio o de la empresa sirve bien al desarrollo empresarial y también al emprendeurismo. Ambas en Latinoamérica constituyen un fenómeno de fuerte expansión.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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Exploring Patterns of Connection with Social Dreaming
Loan Product Development
1. The Caribbean Development Bank
United Nations Economic Commission for Latin
America and the Caribbean (UN ECLAC)
Turks and Caicos Islands Investment Agency
“Development Banking in the Caribbean:
Towards a Regional Approach”
Providenciales, Turks and Caicos Islands
November 23-24, 2006
4. Agenda
• Loan Product Development Concept
• Latin American FDI’s: Actual Practices
on LPD
• Latin American FDI’s: Loan Products
• Overview on LPD
5. Loan Product Development
LPD provides programs for customizing,
improving sales of actual loan portfolio
and also, work out the innovative process
in creating and launching loan products
in the FDI’s markets.
6. Latin American FDI’s:
Actual Practices on LPD
• Two Models: 1st and 2nd floor banking
• Socio - Cultural Environment on FDI’s
• A new perspective on LPD management
• FDI’s performance: Loan Products
7. Latin American FDI’s
Loan Products
• Sector Business Loans
• Personal Loans
• Micro and Small Loans
• Educational Loans
• Infrastructure Loans
• Home Loans
• E-Loans
10. Board of Directors (2)
• Corporate values
• These are the ethical principles that lead the
corporate development for having good
business practices
• Corporate Product Policies
• It outlines the guidelines for each of the
products, qualities and the respective
innovations offer on the market to the
satisfaction of the customers
11. Board of Directors (3)
• Market-Product Strategies
• Modalities of how approach the product
through the market to customers for your
satisfaction
• Achieve Supervisory and Regulatory
Compliance
• Get with the products on offer respect for the
regulations and supervision of financial
institutions
12. LPD Management (1)
• Corporate Product system
• Front Office as sales-force
• Middle and Back Office Participation
• Performance and Control
13. LPD Management (2)
• Corporate Product system
• This system establishes the design and
modalities of production of each of the
products of the entity offers on the market
• Front Office as sales-force
• Area of the financial institution dedicated to
the commercialization of products in order to
meet the needs of the customer
14. LPD Management (3)
• Middle and Back Office Participation
• Administrative and technical support areas to
facilitate the arrival of the products offers to
customers by the front office.
• Performance and Control
• A set of management tools that administrative
executives uses to the monitoring and
achievement of goals on the part of the front
office.
15. Best Practices on Commercial Work (1)
Objectives and Strategies
Demand Market and Quality
Innovation and Product Engineering
Budgeting and Product Promotions
16. Best Practices on Commercial Work (2)
• Objectives and Strategies
• Set of purposes and methods of approach of
the product to customers to achieve your
satisfaction
• Demand Market and Quality
• Usual and potential customers for the
products and their respective quality on the
financial institution to be purchased and to
obtain so your satisfaction
17. Best Practices on Commercial Work (3)
• Innovation and Product Engineering
• The design and construction of products
features are due to the requirements of the
market for the satisfaction of customers
• Budgeting and Product Promotions
• All launch and promotion of the products is
subject to necessary resources required in the
market.