Mis ppt level 2
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NDPL is a joint venture between Tata and the government of Delhi distributing power to over 4.5 million consumers. NDPL's vision is to have best-in-class, integrated, and secure IT systems that empower users and exceed customer expectations. Key systems implemented include SAP ERP, customer relationship management, billing, and automated meter reading. The road ahead includes further system integration, upgrades, and security improvements.
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The Operations Center is where IT ties everything together, every link in the service delivery chain-applications, systems, networks, mobility, storage, data center—and where IT strives to ensure business services are performing as intended to support all business processes and consistently deliver successful customer interactions. In this opening keynote address, John Smith, GM of the Enterprise Management solution group responsible for the CA application performance and infrastructure businesses, welcomes you to the Opscenter, provides insight into innovations his team will showcase and gives you guidance on must-do activities at CA World 2014.
For more information on DevOps solutions from CA Technologies, please visit: http://bit.ly/1wbjjqX
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Rodolfo Rotondo, VMware
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Working and functions_of_rbi[1]
The document provides information on the functions and structure of the Reserve Bank of India (RBI). It summarizes that RBI was established in 1935 and is now owned by the central government. Its main functions include acting as a bank for banks and the government, managing currency and foreign exchange, conducting monetary policy, regulating and supervising banks, and promoting development. Internally, RBI is headed by a governor and organized into departments that handle functions like currency, banking, supervision and policy.
Role of idfc_in_infrastucture_finance
IDFC is a major provider of infrastructure financing in India. It offers project financing, equity financing, structured products, and advisory/investment banking services focused on key sectors like transport, energy, telecom, and industrial infrastructure. IDFC has expanded from primarily financing power and roads to also include energy, IT, urban infrastructure, food, and agribusiness. It manages funds, provides investment banking services, and develops and finances infrastructure projects to support growth of the Indian economy.
Mutual funds
Mutual funds allow investors to pool their money together into a portfolio that is managed by professional fund managers. The key points are:
- A mutual fund is a common pool of money from investors that is invested in different securities according to the fund's objectives. Each investor owns a proportional share of the fund's assets and earnings.
- Mutual funds are operated by an asset management company, held in trust by trustees, and involve other entities like custodians.
- The main advantages are diversification, professional management, low minimum investment amounts, and various purchase and redemption options. The main disadvantages include fees, potential underperformance, and tax complexity.
- A fund's performance is determined by its
Iifcl ppt
IIFCL was incorporated in 2006 as a wholly government-owned company to provide financing for infrastructure projects in India. IIFCL provides direct lending, refinancing to banks, and other approved methods of financing. It focuses on sectors like transportation, energy, urban infrastructure, and other approved sectors. IIFCL raises funds through government equity, rupee and foreign currency bonds, and loans from international institutions to provide financing. It finances commercially viable projects and works with lead banks on appraisal and monitoring. Loans are provided with terms like maximum 20% of project cost and pari passu charge with other debt. IIFCL also implements schemes like takeout financing, credit enhancement, and refinancing to banks to further its
Basel ii norms.ppt
Basel II is an international standard that aims to strengthen the regulation, supervision and risk management within the banking sector. It improves upon Basel I by making capital requirements more risk sensitive and aligning regulatory capital more closely with underlying bank risks. Basel II consists of three pillars that cover minimum capital requirements, supervisory review, and market discipline. Implementation of Basel II varies across countries and regulators but aims to modernize capital adequacy standards to be more comprehensive and risk sensitive.
Retail banking pres
The document discusses retail banking in India, including current trends, challenges, and future prospects. Specifically:
- Retail banking in India has grown rapidly at 30% but still lags developed nations, with retail loans at around 6% of GDP.
- Key drivers of growth are changing demographics like a young population and increasing incomes, as well as improving technology and financial access.
- However, retail banking also faces challenges like high NPAs, fraud prevention, and expanding access to rural areas.
- The future of retail banking involves further penetrating the market, focusing on housing and auto loans, customizing products, and using alliances and low-cost expansion to reach more customers.
Presentation on lic of india
LIC of India is the largest life insurance company in India. It was established in 1956 after the nationalization of the insurance industry. LIC has over 250 million policyholders and a majority share of the life insurance market. It offers a wide range of insurance products and has expanded its services through technology and partnerships. LIC is a significant investor in infrastructure development in India and aims to provide financial security to all citizens.
Mfi dfi
- Development Financial Institutions (DFIs) were established by governments to provide long-term financing for industrial and infrastructure projects due to the risky and long-gestation nature of such projects.
- Over time, as financial systems became more sophisticated in risk management, banks and bond markets became better able to finance such projects, reducing the need for DFIs with government support.
- In India, the first DFI was established in 1948 and many more were set up over the subsequent decades to promote development across various sectors, with some focused on long-term lending and others on refinancing.
Management of np as imt
This document summarizes key aspects of managing non-performing assets (NPAs) for banks. It defines NPAs as loans that are overdue for more than 90 days. It discusses categories of NPAs, provisioning norms, and factors contributing to NPAs. It then outlines various NPA management strategies banks can take, including preventative measures, resolution through negotiation, Lok Adalats, corporate debt restructuring, and legal proceedings. The document also discusses selling NPAs to asset reconstruction companies or other banks.
Life insurance in india final raja
The document provides an overview of life insurance management in India. It discusses the evolution of the life insurance sector, current state, regulatory framework established by IRDA, and key functions of life insurance companies such as pricing premiums, managing risks, investments, and balancing assets and liabilities. Some key points include:
- LIC had a monopoly until 1999 when IRDA was formed to regulate the sector and allow private players.
- Life insurance in India is now the fifth largest market globally and growing at 36% annually.
- IRDA regulates and oversees insurers to protect policyholders' interests and ensure solvency standards are met.
- Actuaries play an important role in assessing risks, modeling future
Financial inclusion
The document discusses financial inclusion and exclusion in India. It notes that only 5% of villages have a bank branch and 81% do not have one within 2 km. Many groups are financially excluded including the poor, women, elderly, and those in rural areas. It outlines various initiatives taken by the government and RBI to promote financial inclusion through programs like self-help groups, nationalization of banks, and the business correspondent model. Technology is seen as an important enabler but challenges remain around appropriate business models, infrastructure, and products.
Corporate banking v2
Corporate banking involves providing financing, cash management, trade and transaction services, and foreign exchange services tailored for large corporate customers. It also includes deposit products for corporates. Providing these services requires following regulations set by entities like SEBI, RBI, and FEMA which govern areas like public issues, money laundering prevention, foreign investment rules, and foreign exchange management.
Corporate banking latest
The document discusses various types of corporate banking services provided by banks to corporate clients. It describes funded services like working capital finance, short term finance, and bill discounting. It also discusses non-funded services like letters of credit and bank guarantees. Finally, it summarizes external commercial borrowings, import trade credit, and foreign currency options for corporate financing.
Financial mgt exercises
The debt service coverage ratio (DSCR) is calculated as:
EBIT / (Interest + Principal repayment)
In year 2:
EBIT = Rs. 16.80 lakhs
Interest = Rs. 8.80 lakhs
Principal repayment = Rs. 10 lakhs
DSCR = EBIT / (Interest + Principal repayment)
= Rs. 16.80 lakhs / (Rs. 8.80 lakhs + Rs. 10 lakhs)
= Rs. 16.80 lakhs / Rs. 18.80 lakhs
= 0.89
Therefore, the debt service coverage ratio in year 2 is 0.89.
Csac10[1].p
The document discusses industry evolution and strategic change. It begins by outlining the typical industry life cycle model, which includes introduction, growth, maturity, and decline stages. It then examines two key drivers of industry evolution: demand growth and the creation and diffusion of knowledge. As industries progress through the life cycle, competition shifts from rival technologies to incremental product improvements and process innovations. Industries eventually converge around a dominant design, though the duration of the life cycle varies significantly across industries. Understanding industry life cycles and the factors that drive change can help managers identify opportunities for competitive advantage.
Csac08[1].p
Sears advertised a motor buggy for $395 in 1909 that included tires, axles, a top, lamps, horn, and oil. The buggy was built in Sears' own factory under the supervision of an expert with 15 years of automobile experience. Sears found suppliers that could make frames and other parts for the buggy more cheaply than Sears could make them itself due to the suppliers' larger volumes. By carefully selecting suppliers and building the buggy itself, Sears was able to offer an affordable motor vehicle.
Csac05[1].p
This document provides an outline for a chapter about analyzing resources and capabilities for strategy formulation. It discusses how analyzing a firm's internal resources and capabilities, rather than just focusing on external factors, can provide a more stable basis for long-term strategy. Firms can develop competitive advantage by exploiting their unique portfolio of tangible and intangible resources. The chapter will cover identifying, appraising, and developing a firm's resources and capabilities in order to formulate strategies that create sustainable competitive advantage.
Csac14[1].p
The document discusses how globalization has impacted industry analysis and competitive advantage for multinational corporations. It notes that internationalization has led to more competition as barriers to entry have fallen and national markets are now served by a more diverse set of global competitors. This has driven down industry concentration and profitability in many sectors. It also explains how a firm's competitive advantage is influenced not just by its own resources and capabilities, but also by the national environment in which it operates, such as the availability of key resources in that country.
Csac06[1].p
This document discusses the evolution of organizational structures and management systems within corporations. It begins by outlining the emergence of the modern corporation and key developments like the line-and-staff structure and multidivisional form. It then discusses ongoing changes since the mid-20th century toward more flexible and decentralized structures. The document introduces some fundamental organizational concepts around balancing specialization with coordination and cooperation. It provides an outline of topics to be further explored around organizational design principles, alternative structures, and management systems for control and coordination.
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【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
Digital Transformation Frameworks: Driving Digital Excellence
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
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Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
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McKinsey’s Digital Transformation Framework
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13. The Double Diamond
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15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
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20. Design for Six Sigma (DFSS)
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Mis ppt level 2
- 1. Power Sector Group -1 Anima Roy N-11 J.K. Vashishth N-29 Kapeesh Rastogi N-31 Kavita Sharma N-33 Kinshook Chaturvedi N-35 Mayank Swami N-42 Nitin Marjara N-47 Zia Al Nasir Khan N-86
- 5. Geographic Description NDPL BSES Rajdhani BSES Yamuna NDMC MES
- 13. Key issues - Technology & IT Legend Level of adoption 1 - Absent 2 - Initial Stage 3 - Intermediate stage 4 - Advanced 5 - Very advanced Source : Government of India I T Task Force Report
Editor's Notes
- NDPL – a JV between Tata Power and GoNCTD - came into existence in Delhi state on July 1, 2002 as a result of the electricity reforms ( privatization in power sector ), whereby the power distribution business of erstwhile DVB was handed over to 3 Discoms ( BYPL and BRPL being other two ) through a Transfer Scheme preceded by a Tripartite Agreement (TPA) between Employee Representatives, GoNCTD and DVB. With an equity base of Rs 368 Cr ( TATAs - 51% and GoNCTD – 49% ), NDPL achieved a turnover of Rs. 1577 Cr in FY 2004-05, 82% up from Rs.863 Cr in FY 2002-03.
- EMC Consulting: Business Continuity May 2006 EMC Consulting’s business-oriented approach helps you: Minimize expensive downtime and limit the impact from a catastrophic event Decrease the business impact of your application outage and achieve 24-hour availability for your global business processes (Supply Chain, Customer Service, etc.) Comply with regulatory requirements that identify specific business continuity capabilities (SOX, HIPAA, SEC, etc.). Align infrastructure to the service levels required by business processes and supported applications. The value in EMC Consulting’s approach to business continuity is ensuring that the your business continuity infrastructure—including hardware, software, and processes—is aligned to your business requirements through the identification of key performance indicators (KPIs) of RTOs and RPOs. In the case of the RPO, EMC helps you minimize the data loss during an outage, while in the case of the RTO, it reduces the time it takes you to recover from outages.