Introduction In 1911‚ Commonwealth Bank of Australia (CBA) is the major financial establishment among the country founded by government and it started operating in 1912 both as saving and general bank (www.banks.com.au). The Commonwealth Bank of Australia is one of Australia’s driving monetary organizations. So customer feel consoled that their funds will be in safer hands. It is leading provider of integrated financial service like retail banking‚ superannuation‚ insurance‚ investment etc. Their
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SWOT MIX FOR PCBs (Private Commercialized Banks) Strengths: 1. Urban oriented / district-wise branch‚ excellent management‚ high commitment to the customers‚ experienced & skilled manpower‚ sound HRM‚ 2. sophisticated ATM system‚ 3. good monitoring and proper supervision‚ 4. social welfare attitude‚ 5. good feedback systems‚ 6. appropriate MIS & AIS‚ 7. good management competence‚ 8. Strong principality & sound communication skilled etc have
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Organisational Leader in Malaysia PUBLIC BANK BERHAD Introduction (Public Bank Berhad) Established in 1966 by its Founder and Chairman‚ Tan Sri Dato’ Sri Dr. Teh Hong Piow‚ Public Bank is a leading provider of financial services in Malaysia with banking operations in Hong Kong and China‚ Cambodia‚ Vietnam‚ Laos and Sri Lanka. In Malaysia‚ Public Bank is one of the most efficient banks as reflected by its low cost to income ratio. Public Bank is a top-tier bank in Malaysia‚ well-reputed for its
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Financial Performance The table below shows that the analysis of financial ratios. Types of Ratio Sub Ratio Perbadanan Kemajuan Negeri Kedah (PKNK) Syarikat Air Darul Aman (SADA) Liquidity Ratio Current Ratio 2.19 times - Quick Ratio 2.04 times - Cash Ratio 0.343 times - Efficiency Ratio Working Capital RM 189‚278‚871 RM 120‚434‚000 Inventory Turnover 1.3 times - Total Assets Turnover 0.078 times - Profitability Profit Margin 36.8% 7.94% Operating Margin 45
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(i)Introduction of Public Bank Public Bank Berhad is the third largest banking group in Malaysia. Public Bank had total assets of RM 305.73 million as at the end of 2013. Public Bank was established by its founder and chairman who is Tan Sri Dato’ Sri Dr.The Hong Piow. (Public Bank Berhad 2013). Public Bank Berhad have a total of 382 branches and hired over 17‚900 employees to give the serve of the financial needs to Malaysians and citizen of foreign. In Malaysia‚ the Bank has 258 well distributed
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PRIVATE SECTOR VS PUBLIC SECTOR ACCOUNTING STANDARD 1. INTRODUCTION The global financial crisis has demonstrated that the public sector as well as the private sector needs the highest quality accounting standards. Around the world‚ accounting in the public sector is practiced in diverse ways and struggles to achieve comparable standard in accountability and transparency. The Securities Act of 1933 gave the commission the authority to prescribe accounting standards to be followed by the companies
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References: "Advantages and Disadvantages of Using Incrementalism in Public Budget Preparation." Thinking Made Easy. Web. 17 July 2011. . "Advantages and Disadvantages of Using Incrementalism in Public Budget Preparation." Thinking Made Easy. Web. 17 July 2011. . Douthat‚ Ross. “The Advantages of Incrementalism. “NY Times: Opinion Page. New York Times‚ 21 Jan. 2010. Web. 17 July 2011
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Public Bank Berhad Background 46-Year Journey of Growth Conceptualised as ’a bank for the public’ by its Founder and Chairman‚ Tan Sri Dato’ Sri Dr. Teh Hong Piow‚ Public Bank commenced business on 6 August 1966‚ and was listed on the Kuala Lumpur Stock Exchange (KLSE) on 6 April 1967. To-date‚ the Public Bank Group has grown into a premier banking group in Malaysia‚ with overseas market presence in Cambodia‚ Vietnam‚ Laos‚ Hong Kong‚ China and Sri Lanka. Public Bank Group is the third largest
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GLOBAL SWOT ANALYSIS A report produced for TOUREG Project‚ Deliverable D.2.1 by the Department of Tourism Management of the Alexander Technological Educational Institute of Thessaloniki‚ Greece and the Technical University of Crete‚ Greece Research Team‚ A.T.E.I Thessalonikis Spyridon Avdimiotis‚ MBA Christina Bonarou‚ PhD Athanasios Dermetzopoulos‚ MSc Ioannis Karamanidis‚ PhD Thomas Mavrodontis‚ PhD Research Team‚ T.U.C. Vassilios Kelessidis Elisavet Kalonaki
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Public sector reform in Lesotho: Challenges‚ achievements and the way forward ABSTRACT THE GOVERNMENT OF LESOTHO EMBARKED UPON A LARGE-SCALE PUBLIC SECTOR REFORM EXERCISE FROM THE EARLY 1990S (PUBLIC SECTOR REFORM AND IMPROVEMENT PROGRAMME-PSRIP). IT WAS DRIVEN BY THE REALISATION THAT THE PUBLIC SECTOR WAS BLOATED‚ INEFFICIENT WITH REGARD TO POOR SERVICE DELIVERY‚ WITH CORRUPTION CONSTITUTING A DRAIN ON BUDGET. THE INFLUENCE AND ‘PERSUASION’ OF THE WORLD BANK‚ THE INTERNATIONAL MONETARY FUND
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