Investment banks do not engage in retail banking DIFFERENCES WITH COMMERCIAL BANKING DIFFERENCES WITH COMMERCIAL BANKING DEPOSITS LOANS DIFFERENCES WITH COMMERCIAL BANKING 1933 Glass-Steagall Act In the US‚ Investment and Commercial banking activities were separated - I.B.’s were no longer allowed to receive customer deposits and offer retail banking services. - Comm. Banks no longer allowed to underwrite securities. Glass-Steagall Act repealed in 1999. Today Today‚ large US banks (e.g.‚ Bank of
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REPORT OF INDEPENDENT VALUERS ACCOUNTANTS’ REPORT LEGAL OPINION GENERAL INFORMATION DOCUMENTS AVAILABLE FOR INSPECTION LIST OF STOCKBROKERS AND INVESTMENT BANKS ON THE NAIROBI STOCK EXCHANGE 2 3 4 5 7 8 9 4 5 8 23 32 35 37 46 48 5 54 87 89 95 97 Appendix I 23. CDS FORM 1. LIST OF CONTACTS ISSUER ISSUER : EQUITY BANK LIMITED Registered Head Office‚ NHIF Building 4th Floor‚ P.O. Box 7504-00200 NAIROBI Name / Title of Contact Persons Mr. James Njuguna Mwangi Chief Executive
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SWOT ANALYSIS 2 SWOT is a business management anagram that stands for strengths‚ weaknesses‚ opportunities and threats. It is a tool that originated in the business world but is useful for any kind of strategic planning. It’s a simple but useful framework that helps you focus on your strengths‚ minimize threats‚ and take the greatest possible advantage of opportunities available to
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Resources and capabilities of capitec bank: 1. What resources and capabilities made Capitec successful? Capabilities- The individuals who came together to start Capitec came from a strong financial and micro-lending background; they had a very good understanding of the banking systems. They started this business well equipped. Resources- Capitec was originally capitalized with R350 million was worth R2.2 billion and the results which were released in September 2006 showed a 23% return on
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Development Banks: Their role and importance for development C.P. Chandrasekhar Among the institutions whose role in the development of the less developed regions is well recognised but inadequately emphasised are the development banks. Playing multiple roles‚ these institutions have helped promote‚ nurture‚ support and monitor a range of activities‚ though their most important function has been as drivers of industrial development. All underdeveloped countries launching on national development
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Barings Bank & the “Rogue Trader” Founded in 1762‚ Barings Bank (previously known as Baring Brothers & Co.) was the oldest merchant banking company in England. Barings collapsed on February 26‚ 1995 as the result of the activities of one of its traders‚ Nick Leeson‚ who lost $1.4 billion by investing in the Singapore International Monetary Exchange (SIMEX) with primarily derivative securities. This was actually the second time the bank had been faced with bankruptcy. Following the collapse‚ Barings
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Environment 22 4.2. Technology 23 4.3. Structure 24 4.4. Cultural 25 4.5. Decision making 26 5. Conclusion 26 Executive summary Eximbank is the first commercial bank set up in Vietnam in 1990 and after 18 years of development‚ the bank has become one of the top 3 in commercial bank network in term of generating benefit and specializing in international payment for corporate in individual. In this assignment our group will analyze the management and organization
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Grameen Bank | | |[pic] | |Type |Body Corporate (Bank Ordinance) | |Industry |Finance | |Founded |1983 | |Headquarters |Dhaka‚ Bangladesh
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dealing of illegal drugs‚ drunk driving‚ and bank robbery. Crime is an act that has been timeless and committed practically since the start of time. "Daddy‚ when are you going to buy a new car?" I asked my father‚ looking at my old car. "Very soon"‚ my dad said. It was a Monday morning‚ and I was having summer vacation. My dad took out his cheque book and wrote something on it. I asked him what was he writing. He told me that he was going to the bank for cash to buy a new car. I asked him if I
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SWOT Analysis The SWOT analysis is derived from the internal and external assessments. It makes use of a matrix to plot the organization’s strengths (S)‚ weaknesses (W) as well as the opportunities (O) and threats (T) in the external environment: Strengths/Weakness: Internal to the organization Distinctive competence Performance vis-à-vis mandate Skills level/experience of members Effectiveness and clarity of present strategies Management systems‚ processes and procedures
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