Tag: India

The Oldest Joint Stock Bank of the Country, Allahabad Bank was founded in April 24th of the year 1865 at the confluence city of Allahabad by a group of Europeans. At that occasion Organized Industry, Trade and Banking started taking shape in India. Thus, the History of the Bank spread over three Centuries – namely Nineteenth, Twentieth and Twenty-First. As a leading public sector commercial banks in India, Allahabad Bank offering banking products and services to corporate and commercial customers and retail customers. The Bank particularly focuses on the retail banking while serving all sectors of the Indian economy. Bank’s operations for corporate and commercial customers cater to large corporate customers as well as to small and middle market businesses and Government entities. Corporate and commercial products include Term Loans, Bill Discounting, Export Credit and other business credit and financing products. Also the bank offers a wide range of retail products including Home Loans, Personal Loans and Automobile Loans as well as Debit Cards. In addition, specialised products and services to the agricultural sector also one of entity of the bank. All the above products and services of the bank offered through extensive branch network, extension counters, ATMs, phone banking and the Internet. This article will be helpful in writing Project Report on Marketing.In Twentieth Century, The Bank became a part of P & O Banking Corporation’s group with a bid price of Rs.436 per share in 1920. The Head Office of the Bank was shifted to Calcutta on business considerations during the year of 1923. The Bank crossed its century year in 1965. In July 19th of the year 1969, Allahabad Bank was nationalized (with 151Branches – Rs.119 crores of Deposits and Rs.82 crores of Advances) along with 13 other banks. United Industrial Bank Ltd was merged with the bank in October of the year1989. The Bank made a foray into merchant banking activity in 1984 and subsequently instituted AllBank Finance Ltd as a wholly owned subsidiary for Merchant Banking in the year of 1991. The Official Language Implementation Committee of Calcutta awarded the Rajbhasha Shield to the Bank as Second Prize for its best performance for the year 1991. During the year 1995, The Bank had entered into an MOU with the Small Industries Development Bank of India (SIDBI) for financing small-scale industrial units. In 1996, The Bank had set up Information Technology Centre to provide in-depth computer training to Officers at Calcutta and Lucknow. Consequent to the SEBI Rules and Regulation the company surrendered its merchant banking registration in 1998 and got it registered as a Non Banking Financial Company (NBFC) with Reserve Bank of India (RBI). In the same year of 1998, the bank had received permission from the RBI for gold trading. Allahabad Bank has entered into an arrangement, informally though, with IDBI and ICICI in regard to funding of infrastructure projects. During the year 1999, Allahabad Bank has launched two new schemes to increase the pace of credit off take and in the same period TATA Consultancy Services (TCS) has entered into a contract with Bank for implementing the Integrated Standard Banking System (ISBS), a branch mechanisation package at 60 branches. The Bank bagged three major core sector clients, namely the National Thermal Power Corporation (NTPC), Power Grid Corporation and Indian Railway Finance Corporation Ltd (IRFC). This report shows that Allahabad Bank has performed well which is reflected in its Ratio Analysis Reports In Twenty-First Century, Allahabad Bank has launched its new personal loan scheme for pensioners in the year of 2001. As at October of the year 2002, the bank came out with Initial Public Offer (IPO) of 10 crores share of face value Rs.10 each, reducing Government shareholding to 71.16% and in the same year 2002, Allahabad has tied up with National Institute of Banking Management, Crisil and Earnst & Young for development of HRM, risk Management and general business strategy. The Bank has seized the commercial assets of the Guarantors of Ramolene Fabrics (P) Ltd in 2003 at Mumbai and signed a Memorandum of Understanding (MoU) with Corporation Bank for mutual sharing of their ATM Network. The Bank has entered into an MOU in the year of 2004 with the Export Credit Guarantee Corporation of India (ECGC) for distribution of their products to the exporters. UTI Mutual Fund and Allahabad Bank on April 5, 2004 announced a strategic tie-up for distribution of UTI MF schemes. During April of the year 2005, the bank made Follow on Public Offer (FPO) of 10 crores equity shares of face value Rs.10 each with a premium of Rs.72, reducing Government shareholding to 55.23%. The Bank has signed MoU with Mahindra Gujarat Tractor Ltd in the identical year 2005 for financing Hindustan brand tractor under special finance scheme. Allahabad Bank transcended beyond the National Boundary, Allahabad bank had opened a representative office at Shenzen, China in June 2006. In October of the same year 2006, the bank rolled out its first branch under Core Banking Services (CBS). During February of the year 2007, The Bank opened its first overseas branch at Hong Kong. During the calendar year of 2007, 100 more branches opened throughout the country, the total number of branches were stirred from 2042 to 2142 of which rural are 983 (46%), semi-urban 402 (19%), urban 450 (21%) and metropolitan 307 (14%). There is no doubt that reading Banking Industry Reports is essential for knowing the history of a bank. Allahabad Bank has opened its 2154th branch in at Pudukkottai, Tamil Nadu during March of the year 2008. The Bank has 211 ATM’s and Card members can now have access at over 16500 ATM’s all across the country under National Financial Switch. One of the premier nationalised banks of the country, Allahabad Bank has commenced the process of implementing the Agricultural Debt Waiver and Debt Relief Scheme-2008 in June of the year 2008. The Bank has improved its performance and established its visibility and strong presence in the market. The Bank is steadily moving at a faster pace to consolidate its position in the coming days introducing extensive computerization to ensure the state-of-the-art service comfort for its customers. The Bank has already in hand 116 authorizations for opening of new branches. Bank’s plan is to expand in areas where the Bank’s presence is not very much visible now and where business potentiality is good.

Summary Etablissementen Franz Colruyt NV (Colruyt Group) is engaged in diverse businesses including retail trade, wholesale activities of food and non-food items, other activities and corporate activities. In retail, the company operates a chain of supermarkets, grocery shops and games retail stores under the banners of Colruyt, Okay, Bio planet, DreamLand, Dreambaby, Dream, Collishop and Coccinelle. The company offers a wide range of products including fresh foods, frozen foods, meat varieties, wines, coffee, baby products and non-food items through it stores. In other business activities, the company is engaged in other businesses including operating petrol stations, engineering services, printing business and power projects. It sells its merchandise through its chain of retail stores and website. The company principally operates in Belgium, France, Netherlands, the UK, Luxembourg, Germany and India. The company is headquartered in Brussels, Belgium. This comprehensive SWOT profile of Etablissementen Franz Colruyt NV provides you an in-depth strategic SWOT analysis of the company’s businesses and operations. The profile has been compiled by Company to bring to you a clear and an unbiased view of the company’s key strengths and weaknesses and the potential opportunities and threats. The profile helps you formulate strategies that augment your business by enabling you to understand your partners, customers and competitors better. The profile contains critical company information including: – Business description – A detailed description of the company’s operations and business divisions. – Corporate strategy – Analyst’s summarization of the company’s business strategy. – SWOT Analysis – A detailed analysis of the company’s strengths, weakness, opportunities and threats. – Company history – Progression of key events associated with the company. – Major products and services – A list of major products, services and brands of the company. – Key competitors – A list of key competitors to the company. – Key employees – A list of the key executives of the company. – Executive biographies – A brief summary of the executives’ employment history. – Key operational heads – A list of personnel heading key departments/functions. – Important locations and subsidiaries – A list and contact details of key locations and subsidiaries of the company. – Detailed financial ratios for the past five years – The latest financial ratios derived from the annual financial statements published by the company with 5 years history. – Interim ratios for the last five interim periods – The latest financial ratios derived from the quarterly/semi-annual financial statements published by the company for 5 interims history.

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Mergers & Acquisition have gained popularity throughout the world in the recent times. They have become popular due to globalization, liberalization, technological developments & intensely competitive business environment. Mergers and acquisition are a big part of the corporate finance world. This process is extensively used for restructuring the business organization. In India, the concept of mergers and acquisition was initiated by the government bodies. The Indian economic reform since 1991 has opened up a whole lot of challenges both in the domestic and international spheres. The increased competition in the global market has prompted the Indian companies to go for mergers and acquisitions as an important strategic choice.

The trends of mergers and acquisitions in India have changed over the years. The immediate effects of the mergers and acquisitions have also been diverse across the various sectors of the Indian economy. Mergers and Acquisitions (M&A) have been around for a long time and has experienced waves of popularity during these times and they are very much an important part of todays business world. They have also become increasingly international which can be due to the rising global competition. The popularity of cross-border M&As makes it important to look at them from an international perspective

As a subject in PGDM one studies the aspect of valuation in Mergers i.e. how a company decides about the amount that has to be paid for acquiring. Basically M&A emerged as a strategic issue but now a days, valuation aspect has gained more popularity.There are thousands of investment bankers who are daily engaged in valuations and in the coming years this trend is expected more in Banking sector as well as other sectors too. So one should study this subject in PGDM as well as PGDM (BFS).One will find this subject very interesting as it involves knowledge from every field.

They are suitable for those studying advanced undergraduate and MBA courses in top MBA colleges, industrial organizations, finance, business strategy, and corporate governance, as well as those preparing for exams set by professional bodies. Mergers & Acquisitions focuses on how to value and analyze opportunities in this market; how to design and value consideration and deal protection measures; how to initiate and defend against hostile bids; and how to integrate businesses after a deal is struck.

The recent acquisition of Zain by Bharti airtel is a well known example of this subject as once you start reading about the deal your interest keeps on increasing about the day to day news because people attached with this field have a zeal to know what will happen next, whether this deal will show positive signs or negative signs for the stock market. Mergers & Acquisitions teaches both qualitative and quantitative analysis: most cases require a balance of financial techniques and business judgment grounded in institutional facts. The course seeks to promote good judgment in the evaluation, structuring and management of mergers and acquisitions.

By: Don E. Sears, eweek With the simultaneous pressures of cost savings and software-centric innovation, CIOs continue to look abroad for development projects and managed services. A global CIO study from 2010 reveals that 90 percent of CIOs will be maintaining or increasing offshore outsourcing projects in 2010 and 2011. According to the UK-based IT staffing and managed services firm Harvey Nash, outsourcing has been greatly used during the recession and CIOs are inclined to continue using outsourced services. In its 2010 Global CIO Survey, Nash surveyed 2,855 IT executives from around the world and found 62 percent outsource software-application development; 53 percent outsource software maintenance; and 53 percent outsource IT infrastructure services. Twenty-two percent outsource systems integration, 8 percent outsource BPO, 8 percent outsource HR BPO, and 6 percent outsource their entire IT department. Thirty-six percent of CIOs are increasing their budgets in 2011 for offshore outsourcing activities. The rising star for offshore outsourcing is Eastern Europe, but India is still a major player. Vietnam, the Philippines and China are also seeing increased IT activity. Says the Harvey Nash report: “The role of India in offshore outsourced programmes remains dominant, but the dominance is waning and the rise of Eastern Europe as a preferred hub, especially for European-based CIOs, is undeniable. More than one in ten global CIOs now undertakes offshore activity in Eastern Europe. That figure is significantly higher within those European countries closest to the region.” Nearly half of CIOs-48 percent-spend 10 percent of their IT budget on outsourcing. Roughly a third of CIOs have their budgets cut for 2011; forty-three percent had declining budgets in 2010. Key issues facing CIOs and the IT department include increasing operational efficiencies, cost savings, and improving business process. All three of these areas weighed heavily on the minds of CIOs, as more than 70 percent of them rated these highly. Other issues revealed by the survey include new-product development, entering new markets, improving price competitiveness, green IT and mobile commerce. CIOs, according to this study, are looking for skills that lean heavily toward business acumen. The top rated skill with the highest percentage of demand-44 percent-is business analysis, followed closely by project management (37 percent) and business relationship management (31 percent). Architecture (35 percent), IT strategy (28 percent), development (23 percent), testing (22 percent) and service management (21 percent) were eclipsed by skills that help the CIO work strategically with the business. The most surprising technology skill to fall in the bottom ring of demand in the study is security, at 16 percent. Despite the cost savings, offshore outsourcing and hybrid models that mix onshore and offshore services come with their own set of issues. As the study points out, business culture and project expectations are not always on the same page. From the Harvey Nash report: “For both CIOs and their outsourcing providers, the key statistic that continues to cause concern is a growing level of dissatisfaction with project management standards, despite the overall popularity of the offshore outsourcing model.” [Source] Software Outsourcing Blog Section: http://www.unisoftchina.com