Fundamental And Economical Swot Of Commonwealth And Nab...

Table of contents 1. Title 2. Executive summary 3. Introduction 4. Body I. Macro Analysis II. Micro Analysis 5. Conclusion 6. Recommendation 7. References Fundamental and Economical Analysis of Commonwealth and NAB bank Executive summary This is an economic strategic record, which is divided into three components. Section A describes and introduced Commonwealth Bank and Nab Bank concerning the mission, current price methods and the market definition of the Commonwealth Bank and Nab Bank. These banks are the top four biggest banks in Australia, which is delivering monetary offerings. To be trained identifies countless strategic variables, which greatly influence the efficiency and the profitability of the bank. Section B, describes the primary strategic variables that form the part of interior analysis like: interest rates, financial rates, financial ratios, performance, activity ratio, assets, Capabilities, Core expertise. Macroeconomic developments in the same way are used to examine the ability of macroeconomic variables to explain movements in individual banks risk and banks credit risk. Resources kind the essential detail for any organization and hence availability of sufficient resources determines the success o f the group. Section C, demonstrates the appropriate idea about the equity markets, credit markets, and management of economic condition of two banks. Introduction The Commonwealth financial institution of Australia is an Australian multinationalShow MoreRelatedSales and Marketing for Financial Institutions80443 Words   |  322 Pagespractitioners and academics. These individuals are listed below. Name Angela Diamond Max Franchitto Craig Keary Mark Veyret Sharon Waterhouse Shumita Gujral Employer Diamond Communication Services MGF Consulting Group Westpac Institutional Bank PricewaterhouseCoopers St George Bank Kaplan Higher Education Position Director Management Adviser Business Analyst Head of Sales and Distribution, Executive Director Executive Director, Business Development and Marketing Head of Retail and Business Banking Hunter

The Day Of A Catholic Church Service - 1245 Words

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The Theme of Sight vs. Blindness in Oedipus free essay sample

The theme of sight vs. blindness is a very prevalent theme in Oedipus the King. The two most affected characters by this main theme are Oedipus, the king, and Tiresias, the blind seer. Oedipus is affected because while he is not literally blind, he is blinded by ambition to find the killer of Laius, and blind to what is happening around him. Tiresias, who is actually blind, is a prophet and understands what is happening around him. Oedipus does not understand what is happening around him, but can see, while Tiresias is the opposite. Oedipus, whose eyes are fully functional, does not see how corrupt the life he has been living is. Tiresias, a seer, tells him his destiny, and he fails to see that it is the truth. Tiresias also says, â€Å"You do not see the evil in which you live. † (25). Oedipus questions Tiresias and calls him a liar, â€Å"You have no power or truth. We will write a custom essay sample on The Theme of Sight vs. Blindness in Oedipus or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page You are blind, your ears and mind as well as eyes. † (25). Oedipus and all of the other characters in the play who can see with their eyes, are blind to their current circumstances and cannot see the truth. Tiresias, who is blind, but knows the truth, is the only person in the play who can figuratively â€Å"see. † When Tiresias gives Oedipus his prophecy, Oedipus is flabbergasted and ignores what Tiresias says, â€Å"Say what you like. It will all be meaningless. † (25). Oedipus accuses Tiresias of making up his prophecy, showing how blind to the circumstances he is, â€Å"Was it Creon, or you, that invented this story? † (26).

Value Based Management Essay Example

Value Based Management Essay How far might strategys concern with long-term as well as short-term success be met by a complementary focus on stakeholder value?  Typically, shareholders are considered to be only one of a number of important constituencies or stakeholders competing for a preference in managements evaluation of key decisions. These stakeholders are usually specified to include customers, employees, suppliers (including creditors), and the wider community. A question that arises is if these two values should be viewed as substitutes or as complements? Value Based Management, in its most basic form, provides a single objective function for management; maximize Market Value Added (MVA). While many other measures such as market share, employee satisfaction, and product quality may be important to the firms long-run success, these other measures can simply be viewed as value drivers toward this single-valued objective function. On the other hand, A.G. Puxty states that: companies are no longer the instruments of shareholders alone but exist within society and so therefore have responsibilities to that society, and that there is therefore a shift towards the greater accountability of companies to all participants.  While the shareholder is still the focus of many companies, other stakeholders cannot be ignored. The long-term wealth of the firm can only be maximized if each stakeholder is considered in the value creation process. If employees, for example, are not taken care of, they can simply leave the firm. We will write a custom essay sample on Value Based Management specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Value Based Management specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Value Based Management specifically for you FOR ONLY $16.38 $13.9/page Hire Writer All strategic choices that increase value for both stakeholders and shareholders are, of course, highly desirable and should fuel the growth of any business unit. On the other hand, options that reduce both values are clearly to be avoided or reversed immediately. For example, McDonalds rapid withdrawal of its recent fifty-five cent hamburger campaign, which alienated franchisees without creating much new customer loyalty or demand, was a costly but necessary decision to avoid further damage to shareholder value. Enhancing stakeholder benefits is important for long-term shareholder wealth. Providing additional, non-shareholder, stakeholder benefits, when they are relatively low, significantly enhances total shareholder wealth. In contrast, once stakeholder benefits are relatively high, further increases no longer increase long-term shareholder wealth. However, because stakeholder theory lacks direction on how management is to make trade-offs among competing stakeholders, it can be thought as incomplete as a management strategy. Value-based management, in contrast, provides the manager a solution to these competing interests since it requires only a single-valued objective function. On the other hand, VBM, is really no more than a means to keep score since it does not provide guidance on how to achieve the goal of value creation. Managers, often face choices that involve real tradeoffs between stakeholder and shareholder value. These choices need to be made on the basis of their expected impact on shareholder value alone. If a proposal to increase customers or customer value will reduce shareholder value, then it should be rejected. For instance, we commonly find that clients offer product features or delivery options that customers appreciate but for which they will not, in fact, pay. Nevertheless, the shareholder is the central stakeholder. Placing the shareholder at the focal point of business activity is simply recognizing the fact that firms that do not satisfy shareholder requirements increase their risk of capital flight, higher interest rates, pressure from the board of directors, takeovers, and lower productivity. Organizations that create long-term shareholder value simultaneously create relatively greater value for all stakeholders. Thus, value-creating organizations appear to operate with the following objective function in mind: Maximize shareholder wealth subject to satisfying remaining stakeholder requirements.  I believe that a companys success ultimately depends on its ability to build and nurture relationships with constituents that are essential to their business: consumers, customers, suppliers, partners, government authorities, communities, employees and share owners. This will enable them to achieve their objectives of creating economic value added by improving economic profit. BIBLIOGRAPHY Value-Based Management: Developing a Systematic Approach to Creating Shareholder Value, James A. Knight (1998), McGraw-Hill How Shareholder Value Let Shareholders Down, Ken Favaro. The quest for value: A guide for senior managers, Stewart G B (1991), Harper Collins.