held by commercial banks. With more number of commercial banks catering to the same market‚ it has given rise to the intense competition. So far‚ there are 31 commercial banks‚ 87 development banks‚ 79 finance companies‚ 21 micro-finance development banks‚ 16 saving and credit cooperatives and 38 NGO (financial intermediaries) all these financial institutions are doing very well even in the slowdown of the economy. With increasing number of finance companies‚ development banks and cooperatives; commercial
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Account Management Case Study AGENDA FOR THE PRESENTATION AM’s Performance Measurement Framework Seller’s Classification Seller Evaluation Framework Challenges Faced – Sellers Prespectives Account Management Initiatives to Increase Sales [SNAPDEAL Actions] Initiatives to Increase Sales [Sellers Actions ] Proposed structure - “AM – Sellers” alignment Account Manager Number of Sellers Handled Rishi 272 Omi 445 Akki 42 Sid 16 Vinod 5 Account Manager High Revenue Account Sid
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Investment bank Vs. Commercial banks Many factors directly and indirectly caused the ongoing 2007–2012 global financial crisis which started with the US subprime mortgage crisis. One of the main culprits that is often pointed to as one of the main triggers of the global financial crisis are the mortgage derivative products‚ where risky mortgages were packaged with more traditionally secure mortgages and sold to corporate investors and other banks as secure investment products. This packaging of
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1.4 Scope of Research: - 4 - Chapter-2 - 5 - Conceptual Background and Review - 5 - 2.1 Review of Literature - 5 - Chapter-3 - 7 - Organization Profile and Industry Profile - 7 - 3.1 EQUITY - 7 - 3.2 MUTUAL FUNDS - 8 - 3.3 FIXED DEPOSITS IN BANK - 8 - 3.4 POST OFFICE SAVINGS: - 8 - 3.5 LIFE INSURANCE POLICIES - 9 - 3.6 REAL ESTATE - 9 - 3.7 GOLD/SLIVER /OTHERS - 10 - Chapter-4 - 11 - Research Methodology - 11 - 4.1 What is Research:- - 11 - 4.2 DESIGN:- - 11 - 4.3DATA SOURCE:- - 11
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Operations Management II Assignment 2 Total (115) Marks Weightage 15% |Q1 |Q2 |Q3 |Q4 | |Milling |1 |3 |2259.72 | |Painting |2 |2 |3756.92 | |Riveting‚ inserting studs |2 |1 |712
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KRISTEN’S COOKIE CASE FOR DR. JUN-YEON LEE MGMT 6355 FALL 2010 BY: AMIN DADWANI KRISTEN’S COOKIE COMPANY INTRODUCTION: A couple of students‚ roommates‚ planned to launch a cookie company in there on campus apartment. The purpose was to serve freshly baked cookies to hungry students late night by taking orders online. They needed following equipments and ingredients in process of making Cookies: - 1-Equipment: - Oven‚ Food processor‚ Cooking tray‚ Spoons. 2-Ingredient:
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A SUMMER TRAINING REPORT On COMPARISON BETWEEN ICICI BANK & HDFC BANK SUBMITTED TO PUNJAB TECHNICAL UNIVERSITY JALANDHAR In partial fulfillment of the Requirements for the award of Degree of Master of Business Administration SUBMITTED BY: SUBMITTED TO: ROHIT MR. ROSHAN KUMAR
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CALIFORNIA SYSTEMS CORPORATION (CSC) Executive Summary: Since CSC has decided to broaden its reach by entering the personal computing industry and made a strategic decision to outsource the DVD drives due to the manufacturing costs involved‚ it needs to decide on the sourcing strategy and select a supplier which would optimize its cost over the long run and result in profits for the company. On the basis of the suppliers considered‚ an evaluation scorecard has been formed which would rate the
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1. Should auditors insist that their clients accept all proposed audit adjustments‚ even those that have an “immaterial” effect on the given financial statements? Defend your answer. The auditors should not insist that their clients accept all proposed audit adjustments. The auditor’s main duty is to provide reasonable assurance to verify the accuracy and compliance of client’s financial statements‚ to ensure that it conveys data and information of events occurred within the accounting period
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CASE: MAKING NORWICH TOOLS LATHE INVESTMENT DECISIONS PAR T A: PAYBACK PERIOD years cash flows 0 1 2 3 4 5 (660‚000) 128‚000 182‚000 166‚000 168‚000 450‚000 PBPA LATHE A cumulative cash flows cash flows LATHE B cumulative cash flows 128‚000 310‚000 476‚000 644‚000 1‚094‚000 (360‚000) 88‚000 120‚000 96‚000 86‚000 207‚000 88‚000 208‚000 304‚000 390‚000 597‚000 4.04 PBPB 3.65 ACCEPTABILTY OF EACH PROJECT: Lathe A will be
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