CRM Departme rt M ent At BRAC B Bank Limited d by Marzu Hussain uk ID: 0710061 An Internshi Report Presented in P A ip Partial Fulfill lment Of the Requirem t ments for the Degree e Bach helor of Bus siness Admin nistration Inde ependent Un niversity‚ Ban ngladesh Decem mber‚ 2011 2 A Working report on the CRM Department At BRAC Bank Limited 3 A Working report on the CRM Department At BRAC Bank Limited by Marzuk Hussain ID: 0710061
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Dawood Group History 1905 Ahmed Dawood was born in Bantva‚ a renowned place in the state of Kathiawar‚ India. 1917 Ahmed Dawood went to his grandfather‚ Abdul Ghani Haji Noor Mohammad in a small town Terichura in the state of Maysore to learn under his guidance. He worked in his Grandfathers shop of cotton yarn and various utilities for about two years‚ where he was introduced to the business basics. 1918 Owing to the keen interest of Ahmed Dawood in business‚ his Grandfather sent him to Shimoga
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The World Bank Bureaucracy is one of the pillars of modern western society. Although this statement is debatable from many aspects‚ most would agree that‚ at the very least‚ our lives are greatly affected by bureaucracy. Bureaucracy is the ’pure form of rational organization’ (Newson‚ Jan 11). Not only is it a method for achieving goals efficiently and effectively‚ but it is acclaimed as the most able strategy to meet objectives. The World Bank is a classic example of a bureaucratic organization
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FILMORE FURNITURE LTD Filmore Furniture Ltd. manufactures colonial maple furniture. The company was incorporated in 1970 by Fred Filmore‚ who had been the sole proprietor prior to that. In 1983‚ Fred Filmore retired and sold his business to his only son Phil‚ age 38‚ for a small sum. That year‚ annual sales totalled $1‚300‚000. Phil Filmore was an aggressive manager and strategist. He modernized the plant‚ introduced new product designs and accessories such as mirrors and lamps‚ and implemented new
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BILLABONG INTERNATIONAL LTD Completed as part of the requirements for ‘Corporate Finance’‚ 25765 Contents 1.0 Introduction 1 2.0 Executive Summary 1 3.0 Capital Structure 2 3.1 Types of Funding Utilised by Billabong 3 3.2 Recent trend in the level of leverage 3 3.3 Capital expenditure and financing: 5 3.4 Capital Structure of Similar Firms 6 3.5 Company Characteristics and Leverage policy 7 3.5.1 Taxes 8 3.5.2 Trade off Model 8 3.5.3 Pecking Order of Financing Choices 9 3.5.4 Signalling
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YCube Ltd Case Study Key Information o In 2011‚ YCube sold 35‚000 games at $40 each. o Total Costs amounted to $550‚000 of which $200‚000 were fixed. o In 2012‚ the company replaces a part that costs $3.00 with a better part costing $4.50 per unit. o An installation in the same year costs $20‚000 with a useful life of 5 years and no salvage value. It follows straight-line depreciation. Useful Equations Profit = Revenue − Total costs Profit = P? − UVC? − FC Profit + FC = ?(P − UVC)
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JSC «Kazakh-British Technical University» Business School Department of “Management and Social Sciences” Project Report Topic: Linguistic educational centre “Otan” Discipline: Business Planning Team Number: 7 team member 1: Mukatayeva Almira Term: Fall 2013 Instructor’s full name: Dr. Alex Mosesov Almaty‚ 2013 CONTENT 1. Summary…………………………………………………………………………………………………3 2. Business overview…………………………………………………………………………………..3-7 2.1 Description of
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of corruption. A survey of consumers carried out by the TIB in 1998 provides corroborating evidence for the types of corruption suggested by the diagnostic reports. Of 620 households in the TIB survey of corruption in Bangladesh‚ 53 had taken out a bank loan and 30 of them used bribery or influence to secure the loan. This study makes use of TIB’s repository of publicly available information on corruption. TIB Internal reports generated by the research staff support the general nature of our findings
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International Journal of Management (IJM)‚ ISSN 0976 International Journal of Management (IJM)– 6502(Print)‚ ISSN 0976 – 6510(Online) Volume 2‚ Number 1‚ Dec - Jan (2011)‚ © IAEME ISSN 0976 – 6502(Print)‚ ISSN 0976 – 6510(Online) Volume 2‚ Number 1‚ Dec - Jan (2011)‚ pp. 01-14 ©IAEM © IAEME‚ http://www.iaeme.com/ijm.html IJM E CHALLENGES FOR HR MANAGERS IN INDIAN BPO INDUSTRY WITH RESPECT TO ATTRITION Hema Gulati Asst.Professor Department of Management DAV Institute of Management
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business strategy Strategy role TF01.08 The conceptual problem with using SWOT analyses is that most people ignore deep analysis of internal factors and underestimate their own weaknesses F 3 A brief history of business strategy From corporate planning to strategic management Capsule 1.5 Analytical tool TF01.09 The concept of “Strategic fit” describes the gap or fit between the environment and a firm’s strategy T 1 The basic framework for strategy analysis Strategic fit Strategy definition
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