Determinants of Commercial Banks Profitability: An Empirical Evidence from the Commercial Banks of Ethiopia Birhanu Tsehay Amare ID No. GSR/ 0695/03 A thesis submitted to The Department of Accounting and Finance Presented in Partial Fulfillment of the Requirement for the Degree of Master of Business Administration in Finance Addis Ababa University Addis Ababa‚ Ethiopia May‚ 2012 1 Addis Ababa University School of Graduate Studies This is to certify that the thesis prepared by
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Axis Bank (Project report submitted in partial fulfillment of the requirements for the MBA Program) Submitted by: -MAN MOHAN SINGH(0341233908) Submitted to:- Ms. Bharti Taneja Delhi Institute of Advanced Studies (Affiliated to GGSIP University‚ Delhi) Plot No.6‚ Sector-25‚ Rohini‚ Delhi-110085. ORGANISATION INTRODUCTION: Axis Bank‚ previously called UTI Bank‚ was the first of the new private banks to have begun operations in 1994‚ after the Government of India allowed new private banks to be
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of Customer Relationship Management (CRM) in banking has gained importance with the aggressive strategies for customer acquisition and retention being employed by banks in today’s competitive milieu. This has resulted in the adoption of various CRM initiatives by these banks to enable them achieve their objectives. The steps that banks follow in implementing Customer Relationship Management (CRM) are: Identifying CRM initiatives with reference to the objectives to be attained (such as increased
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December 9‚ 1977 Rural Bank of La Paz‚ Inc. Address: 2314 San Isidro‚ La Paz‚ Tarlac Chairman: Engracio T. Castañeda President: Engracio T. Castañeda Manager: Ida C. Manulid Tel. Nos.: (045) 6060-330 Email: rblapaz@rbap.org Date Established: July 29‚ 1963 Rural Bank of Pura‚ Inc. Address: Poblacion‚ 2312 Pura‚ Tarlac President: Homobono Y. Sawit‚ Jr. Manager: Fidela P. Tolentino Tel. Nos.: (045) 987-4650; 930-0408 (Fax) Email: rbpura@rbap.org Rural Bank of Tarlac‚ Inc. Address:
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Bank Prudential Regulation Bank regulations are a form of government regulation which subject banks to certain requirements‚ restrictions and guidelines. This regulatory structure creates transparency between banking institutions and the individuals and corporations with whom they conduct business‚ among other things. Given the interconnectedness of the banking industry and the reliance that the national (and global) economy hold on banks‚ it is important for regulatory agencies to maintain control
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Indian Overseas Bank Indian Overseas Bank (IOB; established 1937) is a major bank based in Chennai (Madras)‚ with 1‚400 domestic branches and six branches overseas. Indian Overseas Bank has an ISO certified inhouse Information Technology department‚ which has developed the software that 900 branches use to provide online banking to customers; the bank has a target to expand online banking to 1200 branches by the end of financial year 2007-08. IOB also has a network of about 500 ATMs all over India
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banking sector the activities performed in GB and in Accounts department is of greatest importance. Banking service is directly related with clients. Banking activities facilitate clients to deposit their money in the bank according to their needs‚ to withdraw cash available in clients bank account‚ help the clients to engage in transaction in a safely mode‚ help the clients to improve their living standard by providing loans to the clients after fulfilling the necessary conditions. Rationale of the
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It is important that banks consistently maintain a supervised and effective regulatory framework ensuring stability within the financial system. Martin Wolf’s work on ‘The rescue of Bear Sterns marks liberalisation’s limit’ and The Economists’ ‘When to Bail Out’ outline the need for greater regulation within banks. As banks are the key players in the financial system‚ it is vital they: • maintain their supervision arrangements governing the ‘three pillars’ of the Basel II structural framework
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Centre for Central Banking Studies Bank of England Causes and Management of Banking Crises Tony Latter Handbooks in Central Banking no.12 Handbooks in Central Banking No.12 THE CAUSES AND MANAGEMENT OF BANKING CRISES Tony Latter Series editor: Tony Latter Issued by the Centre for Central Banking Studies‚ Bank of England‚ London EC2R 8AH telephone 0171 601 5857‚ fax 0171 601 5860 July 1997 © Bank of England 1997 ISBN 1 85730 155 2 Also available in Russian as ISBN
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public bank PUBLIC BANK BHD TOPIC 3: INDUSTRY ENVIRONMENT 1. Introductions The model of the Five Competitive Forces was developed by Michael E. Porter that becomes an important tool for analysing an organizations industry structure instrategic processes. This model is applicable to the banking industry. Public Bank do compete with the other financial institution in Malaysia‚ however they also must cooperate with one another in many respects. There is an underlying problem which is the banks
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