The document discusses non-performing assets (NPAs) in the Indian banking system. It defines NPAs and outlines the different categories of assets based on their performance - standard, sub-standard, doubtful, and loss assets. Gross and net NPAs are also defined. The rise of NPAs can be attributed to both internal and external factors. Banks employ both preventive and curative strategies to manage their NPAs, such as restructuring loans, pursuing debt recovery, and using asset reconstruction companies. Tables show trends in NPAs for public sector banks, private banks, and all scheduled commercial banks from 2006-2007 to 2010-2011.
This document compares the non-performing assets (NPAs) of State Bank of India and HDFC Bank for the years 2008-2012. It defines NPAs and outlines categories and provisioning norms. SBI had higher gross and net NPA ratios compared to HDFC Bank for all years. While SBI's gross NPA ratio ranged from 4.43% to 4.61%, HDFC Bank's ratio was lower at 1.02% to 1.05%. Similarly, SBI's net NPA ratio was between 1.63% to 1.82% versus 0.18% to 0.19% for HDFC Bank, indicating better asset quality and loan recovery rates at HDFC Bank. The document concludes with a
A non-performing asset (NPA) is a loan or advance where interest or principal remains overdue for a period of 90 days. NPAs are categorized as substandard, doubtful, or loss assets based on how long they have remained non-performing. The Reserve Bank of India mandates minimum provisioning norms for each category - 0.25% for standard assets, 10-100% for substandard/doubtful assets depending on period outstanding, and 100% for loss assets. The document provides gross and net NPA figures for a bank for the year ended March 2011, along with movement in provisions.
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 non-performing assets (NPAs) in the Indian banking system. It defines key NPA terms like gross NPA, net NPA, and standard, substandard, doubtful, and loss assets. It identifies causes of NPAs on both the borrower side, like lack of planning and fund diversions, and banker side, like defective sanctioning and slow decision making. It outlines RBI guidelines on NPA classification and provisioning requirements. Methods for recovering NPAs like Debt Recovery Tribunals, Lok Adalats, SARFAESI Act, and asset reconstruction companies are summarized.
This document defines non-performing assets (NPAs) for banks and outlines how they are classified and provisions are made for them. It states that an asset becomes non-performing when it stops generating income for the bank. It was defined as a credit facility where interest or principal has remained past due for a specified period. This period was reduced over time to two quarters by 1995 and then a 90 day past due norm was adopted in 2004. The document also describes how NPAs are classified as substandard, doubtful or loss assets depending on how long they have been non-performing. It provides the classification categories and associated provisioning requirements. Trends in NPA levels across public and private sector banks in India are also presented
This document discusses non-performing assets (NPAs) in banks. It notes that NPAs are loan accounts that do not generate income for the bank. Common causes of NPAs include poor selection of borrowers, lack of timely support, and failure to monitor loans. The document outlines the classification standards for NPAs as standard, sub-standard, doubtful, and loss. It also discusses various legal recovery mechanisms available to banks for recovering NPAs, including Debt Recovery Tribunals, SARFAESI Act, and sale of NPAs to asset reconstruction companies.
This document is a project report on comparing the non-performing assets of private and public sector banks in India. It includes an introduction describing the growth of NPAs in Indian banks and outlines the objectives of the study. The methodology section notes that descriptive and comparative research methods will be used, analyzing secondary data from selected private and public sector banks. The report appears to analyze trends in NPAs, attempt to identify reasons for high NPAs, and evaluate steps taken to manage and reduce NPAs.
The document discusses non-performing assets (NPAs) in the Indian banking system. It defines NPAs and outlines the different categories of assets based on their performance - standard, sub-standard, doubtful, and loss assets. Gross and net NPAs are also defined. The rise of NPAs can be attributed to both internal and external factors. Banks employ both preventive and curative strategies to manage their NPAs, such as restructuring loans, pursuing debt recovery, and using asset reconstruction companies. Tables show trends in NPAs for public sector banks, private banks, and all scheduled commercial banks from 2006-2007 to 2010-2011.
This document compares the non-performing assets (NPAs) of State Bank of India and HDFC Bank for the years 2008-2012. It defines NPAs and outlines categories and provisioning norms. SBI had higher gross and net NPA ratios compared to HDFC Bank for all years. While SBI's gross NPA ratio ranged from 4.43% to 4.61%, HDFC Bank's ratio was lower at 1.02% to 1.05%. Similarly, SBI's net NPA ratio was between 1.63% to 1.82% versus 0.18% to 0.19% for HDFC Bank, indicating better asset quality and loan recovery rates at HDFC Bank. The document concludes with a
A non-performing asset (NPA) is a loan or advance where interest or principal remains overdue for a period of 90 days. NPAs are categorized as substandard, doubtful, or loss assets based on how long they have remained non-performing. The Reserve Bank of India mandates minimum provisioning norms for each category - 0.25% for standard assets, 10-100% for substandard/doubtful assets depending on period outstanding, and 100% for loss assets. The document provides gross and net NPA figures for a bank for the year ended March 2011, along with movement in provisions.
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 non-performing assets (NPAs) in the Indian banking system. It defines key NPA terms like gross NPA, net NPA, and standard, substandard, doubtful, and loss assets. It identifies causes of NPAs on both the borrower side, like lack of planning and fund diversions, and banker side, like defective sanctioning and slow decision making. It outlines RBI guidelines on NPA classification and provisioning requirements. Methods for recovering NPAs like Debt Recovery Tribunals, Lok Adalats, SARFAESI Act, and asset reconstruction companies are summarized.
This document defines non-performing assets (NPAs) for banks and outlines how they are classified and provisions are made for them. It states that an asset becomes non-performing when it stops generating income for the bank. It was defined as a credit facility where interest or principal has remained past due for a specified period. This period was reduced over time to two quarters by 1995 and then a 90 day past due norm was adopted in 2004. The document also describes how NPAs are classified as substandard, doubtful or loss assets depending on how long they have been non-performing. It provides the classification categories and associated provisioning requirements. Trends in NPA levels across public and private sector banks in India are also presented
This document discusses non-performing assets (NPAs) in banks. It notes that NPAs are loan accounts that do not generate income for the bank. Common causes of NPAs include poor selection of borrowers, lack of timely support, and failure to monitor loans. The document outlines the classification standards for NPAs as standard, sub-standard, doubtful, and loss. It also discusses various legal recovery mechanisms available to banks for recovering NPAs, including Debt Recovery Tribunals, SARFAESI Act, and sale of NPAs to asset reconstruction companies.
This document is a project report on comparing the non-performing assets of private and public sector banks in India. It includes an introduction describing the growth of NPAs in Indian banks and outlines the objectives of the study. The methodology section notes that descriptive and comparative research methods will be used, analyzing secondary data from selected private and public sector banks. The report appears to analyze trends in NPAs, attempt to identify reasons for high NPAs, and evaluate steps taken to manage and reduce NPAs.
Banks face the menace of non performing assets because neither the borrowers nor the banks have the right tools to assess risks before lending, simply because no reliable tool exists worldwide as confirmed by the 2013 Nobel Economics Science Prize Committee
This document discusses non-performing assets (NPAs) in banks, particularly public sector banks in India. It notes that NPAs occur when borrowers default on loan repayments of principal or interest, representing credit risk for banks. Growing NPAs negatively impact banks by reducing profits from interest income, increasing provisioning costs, and eroding capital resources. The rise in Indian public sector bank NPAs in recent years was attributed to the global recession and domestic economic slowdown impacting corporate and SME borrowers. Data showed thirty large companies owed over $2 billion to public banks, and gross NPAs as a percentage of advances have been trending upward, representing stressed assets that banks must address going forward.
This document discusses the management of non-performing assets (NPAs) by banks in India. It defines NPAs and categorizes them into substandard, doubtful, and loss assets. It outlines the provisioning norms required for each category. The document also discusses the factors that contribute to the growth of NPAs, their impact on bank operations, and the status of NPAs from 2005-2006. It describes various preventive measures taken by RBI and resolution methods used by banks to manage NPAs such as compromise settlements, restructuring, Lok Adalats, corporate debt restructuring, and SARFAESI Act.
This document discusses the management of non-performing assets (NPAs) in banks. It defines NPAs as loans or advances where interest or principal payments are overdue by 90 days or more. It outlines the classification of assets as standard, sub-standard, doubtful or loss based on delinquency period. The document also discusses provisioning norms required against different asset classifications and factors contributing to rising NPAs. It examines the impact of NPAs on bank operations and various methods used for prevention and resolution of NPAs.
This document discusses non-performing assets (NPAs), which are loans or accounts classified as substandard, doubtful, or loss due to non-payment. NPAs do not generate income and are divided into standard, substandard, doubtful, and loss categories. Internal factors like defective lending processes and external factors like industrial sickness can cause NPAs. Tools for recovering NPAs discussed include Lok Adalats, Debt Recovery Tribunals, SARFAESI Act 2002, and Corporate Debt Restructuring. NPAs impact profitability, liquidity, share prices, borrower goodwill, banking growth, and economic growth.
This presentation is about the birth of Google and how it became a money making machine...
How Google developed itself from a Garage Owner to the Owner of the world's information...
Asset Classification as per RBI,& Non performing assetsSagar Modi
The document discusses the Reserve Bank of India's (RBI) guidelines on asset classification and provisioning norms for banks. It defines Non-Performing Assets (NPAs) and categories them into substandard, doubtful, and loss assets. It provides details on the provisioning percentages required for each category of NPAs based on time periods and security available. The document also discusses standard asset provisioning percentages for different sectors and guidelines for classifying assets as NPAs based on recovery records, availability of security, and other factors.
students presentation itroduction to cpp npa ndfDennis Cana
The document provides background information on the Communist Party of the Philippines (CPP), its armed wing the New People's Army (NPA), and political wing the National Democratic Front (NDF). It discusses the founding and history of the CPP/NPA/NDF, their organizational structure and policies, and examples of their violent and illegal activities over the years such as killings, bombings, extortion, and recruitment of minors and students. It also lists companies that were forced to close due to NPA harassment and violence.
This document appears to be a capstone project report submitted as a partial requirement for a Master's degree in Business Administration. The report focuses on studying non-performing assets in the Indian private banking sector. It includes chapters on introduction, literature review, research methodology, data analysis, findings, suggestions and conclusions. The introduction provides background on banking sector reforms in India and defines key terms like non-performing assets, different types of banks and beneficiaries of the study. The literature review summarizes past research on causes of bank failures and levels of non-performing loans. The document appears to analyze non-performing assets of private banks in India and provides recommendations.
Non-performing assets (NPAs) are loans that are in default or close to being in default. In India, NPAs are classified as standard, sub-standard, doubtful, or loss assets depending on the period of default. The NPA rate in Indian banks peaked in 2015 at over 5% due to bad loans in sectors like infrastructure and steel. Measures to reduce NPAs include debt recovery tribunals, loan restructuring, and selling NPAs to asset reconstruction companies at a discount. High NPAs have significantly impacted Indian bank profits in recent years.
The document discusses management of non-performing assets (NPAs) in banks. It defines NPAs and categories them as substandard, doubtful or loss assets depending on the period for which they have remained unpaid. It outlines provisioning norms for different NPA categories. Factors contributing to NPAs include poor credit discipline, inadequate risk management, diversion of funds by promoters and funding non-viable projects. Methods for managing NPAs discussed include preventive measures, resolution through compromise settlements, restructuring, debt recovery tribunals and sale of NPAs.
The document discusses various strategies for strategy formulation, including stability strategies, growth strategies, and strategic alliances. It provides details on different types of stability strategies such as maintenance of status quo. Growth strategies discussed include internal growth, concentration, mergers and acquisitions, horizontal and vertical integration, and joint ventures. Strategic alliances are defined as teaming with other companies to help perform business activities across the supply chain. The objectives, characteristics, and forms of strategic alliances are also summarized.
This presentation discusses non-performing assets (NPAs) in the Indian banking sector. It defines NPAs as loans where interest or principal payments are overdue for more than 90 days. NPAs hurt bank profitability, liquidity, and capital adequacy. Common causes of NPAs include willful defaults, diversion of funds, and an inability to raise capital. While banks have taken measures to manage NPAs like quick identification and monitoring, NPAs remain a major concern as they affect asset quality and bank survival. Proper NPA management is essential for a healthy banking environment.
Assessment centers use a variety of exercises and instruments to identify employees' development needs and evaluate their potential. They involve preliminary study, job analysis, exercise design, validation, implementation, and post-evaluation. Assessment centers observe candidates' behaviors in situational exercises and simulations to more accurately predict potential and provide contexts for observing skills. They use trained assessors and group decisions to evaluate candidates. However, assessment centers may not be suitable for some companies due to cost or candidate availability.
Assessment centers (ACs) are used to evaluate individuals on key skills, abilities, and behaviors needed for a job. An AC involves multiple assessment exercises observed by trained evaluators. Exercises may include in-basket tests, leaderless group discussions, and case analyses. Evaluators are trained to observe behaviors, categorize them by dimension, and rate individuals. ACs provide structured evaluations of behaviors across situations. They have been shown to be effective and valid for selection and development purposes when properly designed and implemented.
A study of non performing assets with special reference to icici bankShami Zama
The document discusses non-performing assets (NPAs) in the Indian banking system. It defines an NPA as a loan or advance that is overdue for repayment by 90 days or more. Key factors influencing NPAs include failure of borrowers to repay loans on time, resulting in losses for banks. High levels of NPAs negatively impact bank profitability. While some NPAs are inevitable, banks aim to maintain low NPA levels to remain sustainable. Various measures have been taken to reduce the growing problem of NPAs, but more work is still needed to effectively solve this issue facing the Indian banking sector.
Comparative Analysis of Non Performing Assets of Public Sector, Private Secto...Gaurav Godwani
This document is a project report submitted in partial fulfillment of a Bachelor of Commerce degree. It provides an introduction to non-performing assets (NPAs) in the Indian banking system. It defines NPAs and discusses how assets are classified as standard, sub-standard, doubtful or loss based on the number of days past due and likelihood of recovery. The types, reasons, impacts and early symptoms of NPAs are also examined. The document then outlines the procedures for NPA identification and resolution in India, before discussing the objectives, methodology and overall findings of the research project.
The document discusses organizational buying behavior and consumer buying behavior. Organizational buying behavior is the process by which organizations identify, evaluate and select products and services to purchase. It is a complex group process that involves problem recognition, need description, product specification, supplier search, proposal solicitation, supplier selection and order specification. Consumer buying behavior refers to the purchase decisions and actions of ultimate consumers. It involves information search, evaluation of alternatives, purchase decision, and post-purchase evaluation. There are different types of consumer buying including routine response, limited decision making, extensive decision making, and impulse buying.
Local digital marketing uses location-based technologies and services to target customers near a business. It aims to increase brand recognition and encourage local purchases. Key aspects include local websites customized by location, local search optimized for geographic keywords, local deals offering area-specific discounts, social media check-ins that provide business insights, and location-based advertising and alerts tailored to a user's precise location. Together, these channels seek to influence customers throughout their purchase journey and build loyalty within a local community.
Banks face the menace of non performing assets because neither the borrowers nor the banks have the right tools to assess risks before lending, simply because no reliable tool exists worldwide as confirmed by the 2013 Nobel Economics Science Prize Committee
This document discusses non-performing assets (NPAs) in banks, particularly public sector banks in India. It notes that NPAs occur when borrowers default on loan repayments of principal or interest, representing credit risk for banks. Growing NPAs negatively impact banks by reducing profits from interest income, increasing provisioning costs, and eroding capital resources. The rise in Indian public sector bank NPAs in recent years was attributed to the global recession and domestic economic slowdown impacting corporate and SME borrowers. Data showed thirty large companies owed over $2 billion to public banks, and gross NPAs as a percentage of advances have been trending upward, representing stressed assets that banks must address going forward.
This document discusses the management of non-performing assets (NPAs) by banks in India. It defines NPAs and categorizes them into substandard, doubtful, and loss assets. It outlines the provisioning norms required for each category. The document also discusses the factors that contribute to the growth of NPAs, their impact on bank operations, and the status of NPAs from 2005-2006. It describes various preventive measures taken by RBI and resolution methods used by banks to manage NPAs such as compromise settlements, restructuring, Lok Adalats, corporate debt restructuring, and SARFAESI Act.
This document discusses the management of non-performing assets (NPAs) in banks. It defines NPAs as loans or advances where interest or principal payments are overdue by 90 days or more. It outlines the classification of assets as standard, sub-standard, doubtful or loss based on delinquency period. The document also discusses provisioning norms required against different asset classifications and factors contributing to rising NPAs. It examines the impact of NPAs on bank operations and various methods used for prevention and resolution of NPAs.
This document discusses non-performing assets (NPAs), which are loans or accounts classified as substandard, doubtful, or loss due to non-payment. NPAs do not generate income and are divided into standard, substandard, doubtful, and loss categories. Internal factors like defective lending processes and external factors like industrial sickness can cause NPAs. Tools for recovering NPAs discussed include Lok Adalats, Debt Recovery Tribunals, SARFAESI Act 2002, and Corporate Debt Restructuring. NPAs impact profitability, liquidity, share prices, borrower goodwill, banking growth, and economic growth.
This presentation is about the birth of Google and how it became a money making machine...
How Google developed itself from a Garage Owner to the Owner of the world's information...
Asset Classification as per RBI,& Non performing assetsSagar Modi
The document discusses the Reserve Bank of India's (RBI) guidelines on asset classification and provisioning norms for banks. It defines Non-Performing Assets (NPAs) and categories them into substandard, doubtful, and loss assets. It provides details on the provisioning percentages required for each category of NPAs based on time periods and security available. The document also discusses standard asset provisioning percentages for different sectors and guidelines for classifying assets as NPAs based on recovery records, availability of security, and other factors.
students presentation itroduction to cpp npa ndfDennis Cana
The document provides background information on the Communist Party of the Philippines (CPP), its armed wing the New People's Army (NPA), and political wing the National Democratic Front (NDF). It discusses the founding and history of the CPP/NPA/NDF, their organizational structure and policies, and examples of their violent and illegal activities over the years such as killings, bombings, extortion, and recruitment of minors and students. It also lists companies that were forced to close due to NPA harassment and violence.
This document appears to be a capstone project report submitted as a partial requirement for a Master's degree in Business Administration. The report focuses on studying non-performing assets in the Indian private banking sector. It includes chapters on introduction, literature review, research methodology, data analysis, findings, suggestions and conclusions. The introduction provides background on banking sector reforms in India and defines key terms like non-performing assets, different types of banks and beneficiaries of the study. The literature review summarizes past research on causes of bank failures and levels of non-performing loans. The document appears to analyze non-performing assets of private banks in India and provides recommendations.
Non-performing assets (NPAs) are loans that are in default or close to being in default. In India, NPAs are classified as standard, sub-standard, doubtful, or loss assets depending on the period of default. The NPA rate in Indian banks peaked in 2015 at over 5% due to bad loans in sectors like infrastructure and steel. Measures to reduce NPAs include debt recovery tribunals, loan restructuring, and selling NPAs to asset reconstruction companies at a discount. High NPAs have significantly impacted Indian bank profits in recent years.
The document discusses management of non-performing assets (NPAs) in banks. It defines NPAs and categories them as substandard, doubtful or loss assets depending on the period for which they have remained unpaid. It outlines provisioning norms for different NPA categories. Factors contributing to NPAs include poor credit discipline, inadequate risk management, diversion of funds by promoters and funding non-viable projects. Methods for managing NPAs discussed include preventive measures, resolution through compromise settlements, restructuring, debt recovery tribunals and sale of NPAs.
The document discusses various strategies for strategy formulation, including stability strategies, growth strategies, and strategic alliances. It provides details on different types of stability strategies such as maintenance of status quo. Growth strategies discussed include internal growth, concentration, mergers and acquisitions, horizontal and vertical integration, and joint ventures. Strategic alliances are defined as teaming with other companies to help perform business activities across the supply chain. The objectives, characteristics, and forms of strategic alliances are also summarized.
This presentation discusses non-performing assets (NPAs) in the Indian banking sector. It defines NPAs as loans where interest or principal payments are overdue for more than 90 days. NPAs hurt bank profitability, liquidity, and capital adequacy. Common causes of NPAs include willful defaults, diversion of funds, and an inability to raise capital. While banks have taken measures to manage NPAs like quick identification and monitoring, NPAs remain a major concern as they affect asset quality and bank survival. Proper NPA management is essential for a healthy banking environment.
Assessment centers use a variety of exercises and instruments to identify employees' development needs and evaluate their potential. They involve preliminary study, job analysis, exercise design, validation, implementation, and post-evaluation. Assessment centers observe candidates' behaviors in situational exercises and simulations to more accurately predict potential and provide contexts for observing skills. They use trained assessors and group decisions to evaluate candidates. However, assessment centers may not be suitable for some companies due to cost or candidate availability.
Assessment centers (ACs) are used to evaluate individuals on key skills, abilities, and behaviors needed for a job. An AC involves multiple assessment exercises observed by trained evaluators. Exercises may include in-basket tests, leaderless group discussions, and case analyses. Evaluators are trained to observe behaviors, categorize them by dimension, and rate individuals. ACs provide structured evaluations of behaviors across situations. They have been shown to be effective and valid for selection and development purposes when properly designed and implemented.
A study of non performing assets with special reference to icici bankShami Zama
The document discusses non-performing assets (NPAs) in the Indian banking system. It defines an NPA as a loan or advance that is overdue for repayment by 90 days or more. Key factors influencing NPAs include failure of borrowers to repay loans on time, resulting in losses for banks. High levels of NPAs negatively impact bank profitability. While some NPAs are inevitable, banks aim to maintain low NPA levels to remain sustainable. Various measures have been taken to reduce the growing problem of NPAs, but more work is still needed to effectively solve this issue facing the Indian banking sector.
Comparative Analysis of Non Performing Assets of Public Sector, Private Secto...Gaurav Godwani
This document is a project report submitted in partial fulfillment of a Bachelor of Commerce degree. It provides an introduction to non-performing assets (NPAs) in the Indian banking system. It defines NPAs and discusses how assets are classified as standard, sub-standard, doubtful or loss based on the number of days past due and likelihood of recovery. The types, reasons, impacts and early symptoms of NPAs are also examined. The document then outlines the procedures for NPA identification and resolution in India, before discussing the objectives, methodology and overall findings of the research project.
The document discusses organizational buying behavior and consumer buying behavior. Organizational buying behavior is the process by which organizations identify, evaluate and select products and services to purchase. It is a complex group process that involves problem recognition, need description, product specification, supplier search, proposal solicitation, supplier selection and order specification. Consumer buying behavior refers to the purchase decisions and actions of ultimate consumers. It involves information search, evaluation of alternatives, purchase decision, and post-purchase evaluation. There are different types of consumer buying including routine response, limited decision making, extensive decision making, and impulse buying.
Local digital marketing uses location-based technologies and services to target customers near a business. It aims to increase brand recognition and encourage local purchases. Key aspects include local websites customized by location, local search optimized for geographic keywords, local deals offering area-specific discounts, social media check-ins that provide business insights, and location-based advertising and alerts tailored to a user's precise location. Together, these channels seek to influence customers throughout their purchase journey and build loyalty within a local community.
Himalaya Herbal Healthcare is an Indian company established in 1930 that produces health care products under the Himalaya brand name. It has 70 researchers studying Ayurvedic herbs and minerals. The company's products are sold in 90 countries across Africa, Asia, Europe, the Middle East, North America, Oceania, and South America. Himalaya offers various pharmaceutical, personal care, animal health, baby care, and nutrition products. Its mission is to make herbal wellness a global standard and establish itself as a trusted and science-based brand harnessing natural remedies.
Dumb Ways To Die Melbourne Metro campaignEshant Sharma
The IMC campaign by Melbourne Metro used a viral video, song, and game to promote rail safety and reduce deaths from train accidents in Victoria, Australia. The campaign featured silly characters engaging in dangerous activities to draw attention to preventing accidental deaths in a fun yet impactful way. It was highly successful in generating media coverage and contributions to a 30% reduction in near-miss accidents, while winning several awards for its creative public service messaging.
Lamborghini is an Italian luxury sports car manufacturer owned by Volkswagen. It was founded in 1963 by Ferruccio Lamborghini and is known for high performance and distinctive designs. Lamborghini's branding emphasizes qualities like speed, aggression, and exclusivity to target customers seeking to stand out. In the 1980s and 1990s, Lamborghini faced financial struggles but was revived through an aggressive "The Truth Hurts" campaign and acquisition by Volkswagen. Today Lamborghini maintains a strong brand image of prestige through high quality, personalized service, and an exclusive club-like feel for owners.
This document discusses multinational corporations (MNCs) in India. It begins by defining an MNC as a company that owns production facilities in multiple countries outside its home country. It then lists several advantages for MNCs investing in India, such as a huge growing market, liberalized FDI policies, and fast economic growth. However, it also notes some disadvantages, such as increased competition for small businesses and potential environmental hazards. The document concludes by listing some of the top MNCs currently operating in India, including IBM, Microsoft, Nokia, PepsiCo, Sony, Tata Consultancy, Vodafone, and Tata Motors.
The document outlines key changes and provisions in the Companies Act 2013, which regulates the incorporation and dissolution of companies in India. It received assent from the Lok Sabha and Rajya Sabha in late 2012 and 2013. The Act includes provisions related to governance, e-management, and reduces some content as compared to the previous Companies Act of 1956. It also defines new company types like One Person Company and Small Company, and roles like Key Managerial Personnel, Promoter, and Independent Director. The Act covers auditing, including audit rotation, standards, non-audit services, internal audit, secretarial audit, and audit of cost items.
Australia is an island continent located in Oceania. It has a population of around 23 million people and a multicultural society. Notable events in Australia's history include the arrival of the first Europeans in the 17th century, the establishment of the first British colony in 1788, major gold rushes in the 19th century, and its involvement in World Wars I and II. The economy is highly developed and relies on trade, especially in minerals and resources.
Indian E commerce (Online Retail and Banking)Eshant Sharma
The document discusses the growth of e-commerce in Asia Pacific and globally. It notes that Asia Pacific has emerged as the strongest B2C e-commerce region in the world, with China, the US, and India having the largest sales. While China's e-commerce sales reached $328 billion in 2013, India's sales were only $10.7 billion due to lower internet penetration. The document also outlines India's demographic profile of online users, trends in online orders and funding of Indian e-commerce companies.
Warehouses are used to store goods and facilitate the movement of goods. They are used by manufacturers, importers/exporters, customs, and wholesalers. Warehouses utilize equipment like cranes, forklifts, and conveyors to efficiently store, organize, and transport raw materials, spare parts, and finished goods. Proper warehouse management through techniques like just-in-time and optimal inventory levels can improve efficiency and anticipate demand. The Indian warehousing industry is valued at around 560 billion INR and has been growing over 10% annually, with industrial and retail warehouses making up the majority.
Twitter was launched in July 2006 and was founded by Noah Glass, Evan Williams, Jack Dorsey, and Biz Stone. It is now a social media platform worth $10 billion with over 300 million daily active users. Some key facts about Twitter include it having over 1 billion registered users, averaging 100 million tweets sent per day, and its most popular users being Katy Perry, Justin Bieber, and former President Barack Obama.
NIVEA is one of the most renowned brands in the kin care market. This slide shows the STP of NIVEA and about their product strategy, packaging and branding strategies.
Nike was founded in 1964 and has grown to become a major sports brand known for its "Just Do It" slogan. In recent years, Nike has focused on digital marketing campaigns, including launching social media campaigns and digital trainer tournaments. These efforts have been successful in boosting Nike's brand loyalty and online sales, contributing to a 13% rise in overall revenue.
Every business, big or small, deals with outgoing payments. Whether it’s to suppliers for inventory, to employees for salaries, or to vendors for services rendered, keeping track of these expenses is crucial. This is where payment vouchers come in – the unsung heroes of the accounting world.
Optimizing Net Interest Margin (NIM) in the Financial Sector (With Examples).pdfshruti1menon2
NIM is calculated as the difference between interest income earned and interest expenses paid, divided by interest-earning assets.
Importance: NIM serves as a critical measure of a financial institution's profitability and operational efficiency. It reflects how effectively the institution is utilizing its interest-earning assets to generate income while managing interest costs.
The Impact of Generative AI and 4th Industrial RevolutionPaolo Maresca
This infographic explores the transformative power of Generative AI, a key driver of the 4th Industrial Revolution. Discover how Generative AI is revolutionizing industries, accelerating innovation, and shaping the future of work.
An accounting information system (AIS) refers to tools and systems designed for the collection and display of accounting information so accountants and executives can make informed decisions.
New Visa Rules for Tourists and Students in Thailand | Amit Kakkar Easy VisaAmit Kakkar
Discover essential details about Thailand's recent visa policy changes, tailored for tourists and students. Amit Kakkar Easy Visa provides a comprehensive overview of new requirements, application processes, and tips to ensure a smooth transition for all travelers.
University of North Carolina at Charlotte degree offer diploma Transcripttscdzuip
办理美国UNCC毕业证书制作北卡大学夏洛特分校假文凭定制Q微168899991做UNCC留信网教留服认证海牙认证改UNCC成绩单GPA做UNCC假学位证假文凭高仿毕业证GRE代考如何申请北卡罗莱纳大学夏洛特分校University of North Carolina at Charlotte degree offer diploma Transcript
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Economic Risk Factor Update: June 2024 [SlideShare]Commonwealth
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
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Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
2. What i s NPA ?
NPA is a classification used by financial
institutions that refer to loans that are in
jeopardy of default.
Interest of
principal
remain
overdue
The account
remains out of
order
The bill
remains
overdue
No active
transactions in
the account
Any amount to
be received
remains overdue
3. Clas s i f i cat ion of NPA ?
Sub-standard
assets
Doubtful Assets
Loss
assets
4. E xample of NPA
Grace Period
Bank’s
balance
sheet
Recovery
5. Problems caused by NPA ?
Depositors do not get
rightful returns
Bank shareholders are
adversely affected
Redirecting of funds
Liquidity problems
may ensue
6. NPA Solut ions
Restructuring of
finance
Debt Recovery
Tribunal
Legal Issues
Winding up
proceedings
Regular Training
Programs